TrialConnx gives AMC research teams a shared view of feasibility, budget, contract, IRB, ownership, and activation across every department, every PI, and every sponsor handoff.
The honest answer
Modern AMCs run startup across research administration, principal investigators, departments, contracts, budget, regulatory, finance, sponsors, and CROs. That’s by design.
But work that crosses 8-12 teams needs shared visibility. Twelve different spreadsheets and one director’s institutional memory cannot hold it all.
Each department tracks startup in its own way. Cross-department visibility lives in email and in someone’s head.
One operating view of feasibility, budget, contract, IRB, and activation across every department.
What changes
Six concrete capabilities address the structural problems that come with running startup across many departments.
Slice the AMC portfolio by department, stage, owner, or aging. Spot the hot zones before leadership has to ask.
One AMC. Two process changes informed by visibility. No added headcount.
Who holds the contract right now. Who’s the IRB owner. When did it hand off. Not a generic assignee field.
Why a study was accepted, declined, or paused gets captured at the moment and stays available when a similar protocol comes back 18 months later.
Vs. 52% under multi-study load without a system. Structured handoffs cut rework before it starts.
Two process changes informed by visibility cut 21 days per study and dropped weekly status meetings from 6 hours to 45 minutes. No added headcount.
A day with the startup layer
What a research administrator’s day looks like once startup work has a shared operating layer instead of email threads, spreadsheets, and weekly status meetings.
Signs the gap is real
These signs do not mean your departments are running startup wrong. They mean the work has outgrown the spreadsheets and email threads that used to hold it.
Operational fit
Not a generic project tool. Not a CTMS. A purpose-built operating layer for the months between intake and activation, shaped around the AMC structure.
| AMC reality | What goes wrong without a layer | TrialConnx role |
|---|---|---|
| Feasibility needs PI + department input | Decisions live in email and can’t be compared across studies or departments | Structured feasibility with status, ownership, and decision memory |
| Budget and contract work move in parallel | No one can tell whether activation is blocked by cost, coverage, redlines, or handoff | Shared startup workstreams with bottleneck visibility per department |
| IRB status changes repeatedly | Submission cycles are hard to explain to leadership without manual updates | IRB stage tracking with aging, ownership, and revision-cycle context |
| Leadership needs portfolio health | Conduct systems have no useful pre-activation data | Pre-activation dashboards for startup health and cycle time, by department |
| Many sponsor and CRO touchpoints | External handoffs disappear into someone’s inbox | Custody-of-document visibility: who holds the next action, when it handed off |
Bring your current intake, feasibility, budget, contract, and IRB flow. We’ll show how the startup layer fits around the way your departments already work, without a department-level reshuffle.
Request a walkthrough →