inConversation with Neeraj Mishra, Founder Beeam EPC
In this conversation with Neeraj Mishra, Founder of BM EPC, we explore how the concept of Smart EPC is redefining the way pharmaceutical infrastructure is designed, built, and managed. Neeraj shares insights on the evolving expectations of pharma manufacturers, the integration of digital tools and automation in project execution, and how future-ready infrastructure is enabling faster, cleaner, and more compliant facilities. The discussion highlights how engineering intelligence, data-driven design, and collaborative project models are shaping the next generation of pharma plants—built not just for today’s efficiency but for tomorrow’s innovation.
EPC in the post-pandemic world is evolving rapidly. How do you envision the future of turnkey project execution in highly sensitive industries like pharma and healthcare?
The post-pandemic reality has amplified the urgency around timelines and capital efficiency. Clients are seeking maximum value with minimal exposure, both financially and operationally. In this context, EPC execution in pharma and healthcare must shift toward front-loaded planning and digital-first strategies. Project phasing, modular construction, and early design freeze supported by BIM and 4D planning will become essential. The expectation is not just about building fast, but building right the first time, especially in controlled environments where precision engineering is non-negotiable.
From ESG compliance to green building certifications, how is your EPC strategy aligning with the global sustainability agenda?
Sustainability is no longer a value-add; it’s embedded into the core of infrastructure thinking. Our approach has evolved to focus on material lifecycle impact, energy optimization, and water reuse systems, right from the design brief. Decisions around HVAC efficiency, passive design strategies, low-VOC materials, and responsible sourcing are taken well before the first brick is laid. While certifications are important, we see them as a by-product of a more intentional design and procurement ethos. The real goal is long-term operational sustainability, not just project-based compliance.
What structural changes have you made to your procurement or supply chain models in response to geopolitical tensions and raw material volatility?
The volatility in global supply chains has made decentralization and dual-sourcing imperative. Instead of over-reliance on a single geography, we now diversify procurement portfolios to include neutral trade zones and regional vendor ecosystems. We also maintain a dynamic procurement buffer for critical-path items to mitigate lead-time disruptions. Beyond geopolitics, this also insulates us against price shocks and ensures better continuity in phased project deliveries. Agility and visibility across the supply chain are now key performance indicators, not just cost.
As digital twin, BIM, and AI-integrated construction become industry standards; how ready is your organisation to transition from conventional EPC to ‘Smart EPC’?
The transition is well underway. Digital twin frameworks now inform our asset handover models, allowing clients to visualize operational behavior even before commissioning. BIM has moved beyond clash detection, it’s a collaborative environment for cross-disciplinary design, costing, and scheduling. We’ve also integrated AI tools for predictive planning and real-time resource optimization on site. The payoff is multifold: reduced rework, tighter cost control, and an execution rhythm that’s aligned with the client’s go-to-market pressure.
How do you mitigate regulatory unpredictability while delivering facilities across diverse geographies with differing health, safety, and quality codes?
Rather than viewing it as unpredictability, we see it as a matter of preparedness. Regulatory landscapes differ widely, and a one-size-fits-all approach simply doesn’t work. We build local intelligence into our project teams, through regional partners, compliance consultants, and continuous engagement with regulatory bodies. Moreover, attending international forums and maintaining active dialogue with health authorities helps us anticipate changes early. Ultimately, it’s about embedding compliance into design itself, not retrofitting it after execution begins.
In a world where clients expect speed, transparency, and sustainability; what internal shifts have you made to engineer that trifecta successfully?
It requires a cultural shift as much as a procedural one. Internally, we’ve adopted integrated project delivery models, where design, procurement, and execution functions are no longer siloed. Transparency has been enhanced through digital dashboards accessible to clients, giving real-time visibility into milestones, deviations, and resource deployment. On sustainability, we’ve codified environmental impact assessments into every design approval stage. The idea is to hardwire responsiveness into our systems, not rely on individual heroics.
Do you believe EPC firms should act merely as project executors, or evolve into strategic infrastructure advisors shaping industry ecosystems?
The role of EPC firms is expanding. With the vantage point we have across multiple sectors, we are increasingly expected to offer directional input, not just technical execution. Clients now value insights on market readiness, product-mix planning, and regulatory foresight, especially in emerging markets. In several instances, we’ve advised clients to pivot facility design based on upcoming therapeutic trends or competitor activity. This upstream involvement not only de-risks the investment but also creates longer-term value for all stakeholders.
With the rise of personalised medicine and biotech, how are you preparing your EPC approach to support the next generation of pharma facilities?
The shift toward smaller batch sizes, higher containment, and flexible manufacturing is evident. While the core engineering principles remain consistent, facility design is evolving to accommodate modular cleanrooms, single-use technologies, and faster changeover protocols. Our planning frameworks now factor in scalability, adaptability, and cross-product compatibility as design fundamentals, not afterthoughts. The facilities we build today must be future-proofed for therapies that haven’t reached commercial scale yet.
How do you balance cost-efficiency with innovation, especially when clients are under pressure to scale faster without overspending?
Innovation doesn’t always mean high capital outlay. It often stems from better sequencing, smarter material usage, and robust risk planning. On fast-track projects, we adopt just-in-time delivery models coupled with pre-assembled modules to reduce on-site dependencies. Lean design reviews help cut redundancies. We also invest heavily in interface coordination upfront, which minimizes rework downstream. The objective is to maximize value engineering without compromising operational integrity.
Finally, what does ‘engineering excellence’ mean to you in 2025 and beyond, and what legacy are you trying to build through your projects?
Engineering excellence today is about delivering with foresight. It means designing not just for today’s operational goals, but for tomorrow’s scalability, energy demands, and compliance needs. The legacy we aim to build is that of trust and repeatability. Whether in emerging economies or mature markets, our work should enable clients to stand up robust manufacturing ecosystems, resilient, compliant, and economically sustainable. That’s the true impact of infrastructure done right.
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