Laboratory centrifuge processing PBMCs illustrating the impact of processing speed on cell quality

Why Processing Speed Determines PBMC Quality: The Time-to-First-Spin Standard

Why Processing Speed Determines PBMC Quality: The Time-to-First-Spin Standard

You receive a leukopak or a whole blood sample. It is timestamped, logged, and placed in a temporary hold. What happens in the next thirty to sixty minutes has more influence on the quality of your downstream assay than almost any other variable in the workflow.

PBMC isolation is not a forgiving process. The biology does not wait for a free centrifuge, a short meeting, or a new technician to find their footing. From the moment blood leaves a donor’s vasculature, a cascade of cellular and molecular events begins that degrades the functional quality of the mononuclear cells you are trying to isolate. The speed at which a processing facility moves from receipt to first centrifuge spin is one of the most consequential metrics in cell source quality. It is also one of the least standardized and least transparently disclosed by suppliers.

This article covers what happens to PBMCs during delays, why “processing time” as a term is almost meaningless without a specific definition, what a 30-minute receipt-to-first-spin standard actually measures, and what to ask any supplier before accepting their quality claims at face value.

What Happens to Blood Between Draw and Processing

The biological clock starts at venipuncture, not at your lab’s loading dock.

Whole blood collected for PBMC isolation is a dynamic system, not a static one. Within minutes of collection, several processes begin that cannot be reversed:

Neutrophil degranulation. Neutrophils are among the most reactive cells in peripheral blood. They respond to the stress of collection, anticoagulant contact, and temperature shifts by beginning to degranulate. This releases proteases, reactive oxygen species, and cytokines into the surrounding environment. Those molecules directly damage lymphocytes and monocytes. By the time you run your density gradient, the cells you want are already bathed in a low-grade inflammatory milieu they did not experience in vivo.

Platelet activation. Platelets activate and aggregate under collection stress. Activated platelets release signaling molecules including thromboxane A2, serotonin, and platelet-derived growth factor. These molecules interact with T cells and monocytes. Platelet-lymphocyte aggregates form and can alter surface marker expression in ways that complicate flow cytometry results if your assay depends on accurate immunophenotyping.

Cytokine preactivation. Monocytes and T cells begin upregulating activation markers in response to the collection environment. Early activation markers such as CD69 on T cells can begin to appear within two hours of collection under suboptimal holding conditions. If your downstream assay is measuring T cell activation in response to a stimulus, preactivated cells that came off the density gradient already partially activated will compress your dynamic range and reduce assay sensitivity.

Viability loss. Cell death accelerates as the hold time increases. Dying cells release intracellular contents that further degrade the surrounding environment. A sample that looks acceptable at two hours on a viability counter may have already lost disproportionate numbers of specific subsets. Monocytes and NK cells tend to be more sensitive to hold time than total lymphocytes, so aggregate viability numbers can mask subset-specific losses.

Research published in PMC4277394 examined the relationship between processing delay and T cell quality metrics, finding that processing time has measurable effects on functional readouts including cytokine production and proliferative capacity. The finding is consistent with what any experienced immunologist expects: cells that wait longer before isolation perform differently downstream, and the differences are not random noise.

Why “Processing Time” Is an Ambiguous Term

When a supplier says they process samples within a certain timeframe, that statement is nearly useless without knowing what start and end points they are measuring.

There are at least three different intervals that someone might be calling “processing time”:

Draw-to-receipt. The time from venipuncture at the collection site to arrival at the processing facility. This includes transport, cold chain handling, and intake. For organizations that use external collection centers or third-party phlebotomy networks, this interval can be hours. The processing facility has no control over this window and typically does not report it separately.

Receipt-to-first-spin. The time from when the sample arrives and is logged at the processing facility to when the centrifuge begins the density gradient separation. This is the interval the processing lab directly controls. It represents how quickly trained staff can move from intake to active processing. A long window here means the sample is sitting in a refrigerator or at room temperature while other samples are worked up, meetings happen, or reagents are prepared.

Total processing time. The full duration from first spin through isolation, washing, counting, and cryopreservation or delivery. This number is largely driven by the protocol itself rather than by urgency or staffing. Ficoll density gradient separation takes approximately 30 minutes of centrifugation regardless of how efficient the operator is. This metric is less informative for quality prediction than receipt-to-first-spin.

The critical interval for cell quality is receipt-to-first-spin. Once the density gradient centrifuge is running, the cells are actively being separated from the neutrophils, platelets, and red blood cells that are damaging them. The damage accumulates during the hold, not during the spin.

A supplier who quotes you “total processing time” without specifying what that means may be citing a number that begins after the sample has already been sitting for two hours. Always ask for the specific definition before accepting any processing time claim as a quality indicator.

The 30-Minute Standard: What It Means and Why It Matters

OrganaBio tracks receipt-to-first-spin as a primary quality metric. The average across processing runs is 30 minutes from the moment a sample arrives and is timestamped at the facility to the moment it enters the first centrifuge step.

This is a specific, bounded definition. It does not mean that the entire processing workflow completes in 30 minutes. It does not mean that blood-draw-to-centrifuge time is 30 minutes. It means the sample does not sit at the intake bench waiting to be touched. It moves to the centrifuge fast.

To put that number in context: published clinical cell processing protocols require that processing begin within 6 to 8 hours of blood draw. A 30-minute receipt-to-first-spin interval means that as long as the collection and transport logistics are managed properly, the processing step itself contributes almost no additional hold time to that window. The collection-to-centrifuge clock is not being run down by intake delays.

The reason OrganaBio can sustain a 30-minute average is structural. Processing happens at OrganaBio’s own facilities in Miami and San Diego. There are no subcontracted collection centers, no hand-offs to third-party labs, no waiting for a courier to arrive from an external site. The apheresis collection and the cell processing happen within the same vertically integrated operation. When a leukopak comes off the apheresis machine, the processing team is already prepared to receive it. The supply chain is co-located, and co-location eliminates the delay that accumulates when collection and processing are separated by geography and organizational boundaries.

Labs that do not have co-located collection and processing typically work with samples that have already been in transit for one to four hours before anyone touches them. If those labs then have additional intake and queue time before the first spin, the total hold time before isolation begins can easily reach four to six hours. That is a meaningfully different biological substrate from a sample that enters the centrifuge within 30 minutes of arrival.

How Processing Delays Affect Downstream Cell Function

The practical impact of processing speed shows up in the assays where the cells are ultimately used. The downstream consequences are not abstract.

Time to First Spin After Collection Observed Effects on PBMC Quality
Under 2 hours (prompt processing) Baseline activation state. Surface markers reflect in vivo phenotype. Viability high across all major subsets. Monocytes and NK cells intact. Functional assay dynamic range preserved.
2 to 4 hours Early activation marker upregulation begins on T cells and monocytes. Platelet-lymphocyte aggregates present. Some NK cell and monocyte loss. Cytokine stimulation assays show compressed response differentials. Functional changes measurable but variable.
4 hours or more Measurable viability decline. Monocyte subset skewing. CD69 and CD25 upregulation on T cells without intentional stimulation. Neutrophil degranulation products concentrated in supernatant. High-sensitivity assays (intracellular cytokine staining, ELISPOT, antigen-specific stimulation) most vulnerable. Cryopreserved cells from delayed samples show further amplification of these effects after thaw.

For researchers running activation assays, proliferation assays, antigen-specific T cell responses, or cytokine production studies, the difference between a promptly processed sample and a delayed one is not a minor correction factor. It can be the difference between a clean signal and a noisy dataset that requires replication or reinterpretation.

Cryopreservation amplifies the effect of poor processing. Cells that enter cryopreservation in a suboptimal state do not improve during storage. The freeze-thaw cycle is itself a stress event. Cells that were preactivated, partially damaged, or beginning to undergo apoptosis before freezing will show worse post-thaw viability and function than cells that entered cryopreservation in a healthy baseline state. Choosing a cryopreserved PBMC product means you are choosing the end state of a chain that started at collection and ran through processing. If early links in that chain are slow, the cryopreserved product reflects it.

Fresh vs. Cryopreserved Quality Considerations Related to Processing Speed

The question of fresh versus cryopreserved PBMCs comes up frequently in assay design discussions. Processing speed is relevant to both, but the implications differ.

Fresh PBMCs are most sensitive to processing speed because there is no additional quality checkpoint between processing and use. What comes off the density gradient goes directly into the experiment. A sample processed promptly gives you cells in their most intact functional state. A delayed sample gives you cells with modified activation status, possible subset loss, and platelet contamination, and there is no downstream step that corrects for any of that.

Cryopreserved PBMCs introduce an additional variable in the form of the freeze-thaw cycle, but the quality ceiling of the cryopreserved product is set at processing. If the source material was processed with minimal hold time, the pre-freeze cells are in good shape and the cryopreservation preserves that quality. If the source material sat for four hours before the first spin, the cryopreserved product starts from a degraded baseline.

For cryopreserved products, the COA post-thaw viability number is informative but insufficient. A COA reporting 85% post-thaw viability tells you the cells survived the freeze-thaw cycle. It does not tell you whether the cells were in a resting or preactivated state at the time of cryopreservation, whether monocyte subsets are intact, or whether cytokine profiles were shifted before freezing.

When evaluating a cryopreserved PBMC product, post-thaw viability is one input. Processing speed documentation is another. Both matter.

Chain of Custody and Cold Chain Integrity as Processing Speed Prerequisites

Receipt-to-first-spin speed only matters if what arrives at the processing facility is a viable, intact sample. Cold chain integrity is the prerequisite that makes processing speed meaningful.

Blood and leukopak samples require controlled temperature transport. The target range for whole blood is 18 to 25 degrees Celsius. Refrigeration is not appropriate for whole blood destined for PBMC isolation because cold temperatures promote platelet activation and can compromise mononuclear cell recovery. Overheating accelerates the cellular stress cascade. Excursions in either direction during transport degrade the sample before it ever reaches the intake desk.

A facility that processes within 30 minutes of receipt but receives samples that have been temperature-excursioned during transport has not solved the quality problem. The chain of custody and cold chain documentation that travels with the sample is evidence of what the cells experienced before the facility ever touched them.

For organizations sourcing from a supplier with co-located collection and processing, this risk is structurally reduced. When apheresis and cell processing happen at the same facility, there is no transport interval and no cold chain to maintain between collection and processing. The sample moves from apheresis to processing within the building. That co-location is not just a convenience; it removes an entire category of quality risk.

When evaluating any supplier, ask specifically about the transport interval between collection and processing facility, the temperature controls in place during that interval, and what documentation travels with the sample to verify cold chain compliance. A supplier operating collection centers separate from their processing facility should be providing temperature logs with every lot.

How to Evaluate a Supplier’s Actual Processing Speed

Processing speed claims are easy to make and difficult to verify without asking the right questions. Here is what to ask before accepting any supplier’s quality narrative.

What specific interval are you measuring? Ask them to define the start and end points of their processing time metric. Receipt-to-first-spin is the meaningful number. Total processing time or draw-to-completion are different measurements. If they cannot give you a specific definition, the number is not useful.

Where does collection happen relative to processing? Collection and processing at the same facility eliminates transport time. Collection at external sites followed by courier transport adds hours before the sample reaches the processing team. Ask whether they use subcontracted collection centers or third-party phlebotomy networks.

What is your average and your range? An average can conceal wide variance. A facility that averages 30 minutes receipt-to-first-spin but ranges from 10 minutes to 3 hours depending on staffing and volume is not giving you the same product lot to lot. Ask for both the average and the distribution.

How is processing time documented? Ask to see a sample COA or batch record showing how processing time is captured. If there is no timestamp system, the number is an estimate. If the timestamps exist, they should be available on the COA or on request.

What is the hold policy when capacity is constrained? Peak volume days create queues. Ask what happens to a sample that arrives when all centrifuges are running. Does it go into temporary cold storage, and if so, at what temperature and for how long? The hold policy for overflow samples reveals how seriously the facility takes the receipt-to-first-spin interval.

What does your COA report about processing? A robust COA for PBMCs should include collection timestamp, receipt timestamp, first processing timestamp, isolation method (Ficoll density gradient, Leucosep, or automated such as Rotea), post-isolation viability, cell count, and lot-specific yield. If the COA reports only post-isolation metrics without any processing timeline documentation, you are accepting the supplier’s quality claims without any timeline audit trail.

What a COA Should Document About Processing Timeline

A certificate of analysis for PBMC lots is the primary quality document the scientist or lab manager reviews before releasing cells for experiments. What that document actually contains varies substantially between suppliers, and the variance matters.

A minimally acceptable COA for PBMCs includes post-thaw viability (for cryopreserved lots), total cell count per vial, and isolation purity where applicable. Many suppliers stop there.

A COA that supports meaningful quality assessment includes these additional elements:

Collection timestamp. When was the blood drawn or the leukopak collected? This is the origin point of the biological clock.

Receipt timestamp at processing facility. When did the sample arrive and get logged? The interval between collection and receipt is the transport window.

First processing timestamp. When did the centrifuge begin? This is the receipt-to-first-spin endpoint. The interval between receipt and this timestamp is the metric that reflects facility responsiveness and workflow priority.

Isolation method. Ficoll density gradient, Leucosep tube, or automated platform (such as Rotea). Different methods have different recovery profiles and contamination characteristics. The method affects the granulocyte and platelet contamination levels in the final product.

Granulocyte contamination level. For leukopak-derived PBMCs, contamination below 3% is an achievable and meaningful quality benchmark. Elevated granulocyte contamination indicates either a collection quality issue or density gradient separation problems, and it directly affects mononuclear cell function in subsequent culture.

Post-isolation and post-thaw viability separately, if cryopreserved. Post-isolation viability reflects the quality of the material going into cryopreservation. Post-thaw viability reflects cryopreservation protocol quality. Reporting only the post-thaw number obscures the pre-freeze state.

Suppliers who provide this level of COA documentation are giving you the information needed to audit the chain from collection through final product. Suppliers who provide only endpoint metrics are asking you to trust their process without evidence.

Frequently Asked Questions

What is the maximum acceptable time from blood draw to PBMC isolation for functional assays?

There is no single universal cutoff, but most cell immunology protocols recommend processing begin within 6 to 8 hours of draw, with prompt processing preferred for the most activation-sensitive applications. Published clinical cell processing requirements mandate processing within that 6 to 8 hour window. For assays measuring early activation states, antigen-specific responses, or intracellular cytokine production, earlier processing produces more reliable results. Receipt-to-first-spin within 30 to 60 minutes of sample arrival at the processing facility is achievable and meaningful for any supplier with co-located collection and processing.

Does refrigerating the blood sample during hold time reduce the quality impact of processing delays?

Refrigeration is not recommended for whole blood destined for PBMC isolation. Cold temperatures (4 degrees Celsius) promote platelet activation and can increase red blood cell lysis, both of which compromise density gradient separation and mononuclear cell quality. Standard practice is to hold whole blood at room temperature (18 to 25 degrees Celsius) and process promptly. Leukopak products have slightly different handling requirements depending on the format, but cold temperature holds are generally not the solution to processing delays.

How do I interpret a supplier’s viability number if they do not disclose processing time?

Post-thaw viability tells you cells survived freezing. It does not tell you whether those cells were preactivated before cryopreservation, whether specific subsets were depleted during a delayed isolation, or whether monocyte function is intact. A viability number without processing timeline documentation is an incomplete quality picture. For functional assays, ask specifically for processing timestamps in addition to viability data. If a supplier cannot or will not provide that information, treat their viability numbers as necessary but not sufficient evidence of product quality.

What is the difference between PBMC yield and PBMC viability in terms of what they tell you about processing quality?

Yield measures total cell recovery relative to expected input. An 85% or higher PBMC yield from a leukopak indicates that the isolation protocol recovered most of the available mononuclear cells with minimal loss during the density gradient step. Viability measures the fraction of recovered cells that are alive at measurement. Both numbers are informative, but neither alone is sufficient. A sample with 90% viability but 50% yield has lost half its cells, with uncertain consequences for subset representation. A sample with 95% yield but 70% viability has a substantial fraction of dead or dying cells that can release enzymes affecting the remaining live population. For highest quality, you want both metrics to be strong, and the underlying processing timeline to be documented.

Does processing speed affect cryopreserved products differently than fresh products?

Yes. With fresh PBMCs, the effects of processing delay are direct and immediate: cells enter the experiment in whatever state they are in. With cryopreserved products, the freeze-thaw cycle adds a secondary stress event that interacts with the pre-freeze cell state. Cells that were preactivated or partially damaged before cryopreservation tend to show amplified deficits after thaw compared to their pre-freeze state. Processing delays have a compounding effect on cryopreserved lots: the delay sets a degraded baseline, and the freeze-thaw cycle makes that degradation more pronounced in the final product. Prompt processing is at least as important for lots destined for cryopreservation as for fresh use.

Can automated isolation platforms compensate for slow processing starts?

Automated platforms such as the Rotea or CliniMACS Prodigy are faster and more consistent than manual Ficoll protocols once processing begins. They cannot undo the biological changes that accumulate during a hold before the first spin. Automation improves repeatability and throughput. It does not reverse neutrophil degranulation, platelet activation, or early lymphocyte activation that occurred during a delay. A facility using automated isolation but with long receipt-to-first-spin windows will produce more consistent results lot to lot, but the consistent result will reflect the damage accumulated during the delay.

OrganaBio’s Processing Standard and How to Verify It

OrganaBio operates bi-coastal CTDMO facilities in Miami and San Diego. Apheresis collection and cell processing happen within the same vertical operation. Leukopaks collected at OrganaBio’s own facilities move directly to the processing lab without transport delay, third-party hand-offs, or external collection center queues.

The average receipt-to-first-spin time across OrganaBio’s processing runs is 30 minutes. That number is a specific, bounded metric: from when the sample is timestamped at intake to when the density gradient centrifuge begins. It reflects both the co-located infrastructure and the processing priority OrganaBio gives to minimizing hold time.

For research scientists and lab managers evaluating PBMC suppliers, these are the right questions to ask any source, including OrganaBio: What is your receipt-to-first-spin average and range? What timestamps appear on the COA? Are collection and processing co-located or separated? What is the cold chain protocol for samples that do travel between sites?

If your assay is sensitive to activation state, monocyte subset integrity, NK cell recovery, or cytokine production dynamics, processing speed is not a minor specification detail. It is a primary determinant of whether the cells you receive will perform as expected in your hands.

To request documentation on OrganaBio’s processing protocols or to discuss your specific application requirements, contact the team at organabio.com. Both Miami and San Diego facilities are available for sourcing discussions.

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Andrew Larson

Managing Director, CPC Services

Andrew joins OrganaBio as a project manager with varied experience in project management, client relations, and process improvement.

Prior to OrganaBio, Andrew was a client relations manager for the cGMP nucleic acids business unit at Aldevron, coordinating and managing contracts at each stage of the contract lifecycle in support of cell and gene therapy program development. Andrew supported small- and large-scale biotechnology and pharmaceutical clients anywhere from pre-IND work through commercial supply chain establishment. Before Aldevron, Andrew was a project manager for the commercialization and business development department for Sanford Health, a worldwide hospital institution. At Sanford Health, Andrew helped manage medical device patent and prototype development efforts for employee innovations primarily in the cardiovascular, neurovascular, and software spaces. Andrew was also an engineer for Atirix Medical Systems and supported the buildout of automated analysis worksheets to streamline radiology department quality control procedures.

Andrew received his Bachelor of Science in Physics from Minnesota State University Moorhead and his Master of Science in Biomedical Engineering from the University of Minnesota. At the University of Minnesota, Andrew was part of the Center for Magnetic Resonance Research, assisting efforts to automate MRI dataset registration and workflow improvement.

Michael Dee

Associate Director, QC and Analytical Development

Michael Dee has spent the last 17 years researching the immune system. Initially studying the recombinant cytokine IL-2 and its role in T cell subset differentiation and function at the University of Miami. He also helped elucidate the lower level of TCR diversity of T regs required to prevent autoimmunity in mice. Michael also supported construction, cloning, production, purification, and testing both in vitro and in vivo a novel IL-2/IL2Rα complex currently under clinical development with BMS. Michael also was a member of the department of immunology’s program project delineating the effect of a novel Eg7GP96 heat shock protein vaccine on tumor immunity.

While at Immunity Bio (formerly Altor Biosciences), he helped to characterize over 20 novel drugs for immune modulation and treatment of cancer.  After Immunity Bio, Michael was a founding team member of HCW Biologics, where he continued his role in design and initial production and characterization of several novel biologics. He has experience with proof of principle experiments with the generation CAR-NK and CAR T cells. His research at HCW was highlighted by his discovery of a process using novel biologics to activate and expand CIML NK cells. The process and rights were sold to Wugen and is currently in Phase I clinical trials. He also is listed as an Inventor on patent number: US20210268022A1 on method of activating regulatory T cells.

Meram Alamoudi

Senior Cell Processing Specialist

Meram received her master’s degree in biomedical sciences from Barry University and bachelor’s in Biology from Palm Beach Atlantic University.

Before her position at OrganaBio, Meram conducted research at Larkin University where she worked on assessing the impact of Hurricane Maria on respiratory diseases in Puerto Rico, which provided her with insight into research investigation and analysis along with generation of grant documentation.

Valeria Beckhoff-Ferrero

Senior Bioprocess Scientist

Valeria Beckhoff Ferrero has over 8 years of experience in the fields of stem cell research and tissue engineering. Valeria received her Bachelor of Science in Biomedical Engineering, specializing in Biomaterials and Tissue Engineering, from Drexel University in Philadelphia. Valeria has expertise in problem solving and finding manufacturing solutions for isolating various types stem cells and other cell derived products from different tissues.

Before joining OrganaBio, Valeria was a lead manufacturing engineer at the Amnion Foundation. She aided in instituting a GMP infrastructure, including documentation, to manufacture clinical grade placental derived stem cells. In her role, she worked in perfecting isolation, culture, selection and cell maintenance processes for perinatal derived stem cells.

Valeria’s experience includes working as an Automation Engineer at the New York Stem Cell Foundation, where she aided in the creation and coding procedures for liquid handlers to manufacture induced pluripotent stem cells. At NYSF, Valeria researched new methods of sorting, reprogramming and differentiating iPSCs.

During her studies, Valeria worked at Thomas Jefferson University Hospital’s Radiation Oncology department, where she engineered various devices to aid in hyperthermia treatments. Additionally, Valeria co-authored multiple publications on magnetic resonance guided focused ultrasound and radiation antennas for hyperthermia treatments.

Marisa Reinoso

Director, Regional Scientific Sales

Marisa has experience leading marketing and sales life sciences programs for over a decade. Originally a lab researcher, she made the jump to marketing & sales in life sciences and never looked back.

At OrganaBio, she connects cell therapy developers on the West coast and in Asia with the healthy donor starting materials they need to develop their therapies. Prior to OrganaBio, she was the cell therapy marketing lead at Invetech, heading the launch of the company’s first cell therapy product. Marisa has led marketing programs at clinical supply companies Sherpa Clinical Packaging and PCI Pharma Services. In her spare time, Marisa enjoys traveling, eating, and pretending she’s a tennis player. She has a Bachelor of Arts in Biology from Reed College and an MBA from Portland State University.

Thelma Cela

Senior Director, Tissue Procurement

Thelma Cela is a top performing professional with over 25 years’ experience in management, leadership, business development and marketing fields with business acumen and skills in driving revenue and profit growth in multiple corporate cultures. Prior to joining OrganaBio, Thelma served as Senior Director for Health and Human Services for the Seminole Tribe of Florida. Her role had oversight for health clinics, health plan administration, the behavioral health department, and elder services. In this governmental administrative capacity, Thelma had primarily responsibility for the HHS’ divisions’ budget, capital projects, utilization management, efficiency, and efficacy.

Thelma’s prior work experiences include Vice President of Clinical Operations for OrthoNOW. In this role, she provided guidance on all clinical matters, set direction on clinical policies and procedures and monitoring healthcare policy changes. As the national Vice President of Clinical Operations, Thelma also designed, developed, and implemented guidelines and protocols and ensured compliance regarding overall patient experience.

Before joining OrthoNOW, Thelma had been recruited by Leon Medical Centers, a private healthcare company operating comprehensive medical centers to launch a new business line addressing the health and wellness of an aging population. As Director, Thelma researched, created, and launched the company’s Health Living Centers which provided first of its kind facilities in the South Florida market to offer services to the community of health aging.

Thelma has a proven track record in multiple corporate healthcare cultures having worked for Mercy Hospital where she was Senior Program Director of their Diabetes Treatment Center and Director of their Surgical Weight Loss Program. She enhanced these service lines awareness in the community, improved both lines’ clinical outcomes, and built volume growth while maintaining ongoing physician support. She served in a similar capacity for American Healthways.

Thelma earned her MBA from Miami Regional University where she graduated Cum Laude and her undergraduate degree in Psychology is from the University of Miami.

She serves on the advisory panel for Florida International University’s Women in Business Leadership Program helping future women become future business leaders through thought leadership, barrier destruction, and the power of influence.

Dominic Mancini

Vice President, Operations

Dominic Mancini brings 12 years of experience working the interfaces between Analytical Development, Process Development, Quality, and Manufacturing Science to OrganaBio. A lifelong learner, Dominic enjoys solving the many scientific and operational challenges presented in the field of cell and gene therapy.

Prior to OrganaBio, Dominic spent 8 years at Bluebird Bio as the company grew from 45 to 1200+ employees and from 1 clinical asset to a robust commercial pipeline. At Bluebird, Dominic initially supported the development and technology transfer of lentiviral vector manufacturing processes. As demand grew for lentiviral process and product characterization, Dominic led the development, qualification, transfer, and validation two commercial release methods. Dominic transitioned back to the Process Development organization to lead the vector manufacturing core team, increasing operational efficiency through a 5S implementation, process schedule intensification, and reverse technology transfer initiative. More recently, Dominic supported the build-out of bluebird’s Manufacturing Science & Technology team followed by the Data Systems & Analytics team, handling late-stage commercial asset support.

Dominic received his Bachelor of Chemical Engineering with Distinction from the University of Delaware. Dominic’s undergraduate research culminated in his thesis on heterologous expression of G-protein coupled receptors in Saccharomyces cerevisiae. After graduation, Dominic was the premier hire of the Zhou Laboratory at Brigham and Women’s hospital in Boston, MA. In three years, Dominic established an animal model of COPD and co-authored several papers with his collaborators in the Pulmonary division.

Christopher B. Goodman

Vice President, Quality & Regulatory Affairs

Christopher B. Goodman is a biopharmaceutical consultant and executive making a global impact in the cellular therapy technology arena. The scope of Christopher’s expertise encompasses Cellular Therapeutic Operations, Quality and Regulatory Affairs, Global Corporate Operations, Scientific Strategic Planning, Scientific R&D Collaborations, and Marketing & Commercialization.

Christopher recently joined OrganaBio as their Vice President of Regulatory Affairs. In this role, Christopher will be helping the company, its clients and partners navigate the complexities of the domestic and international regulatory requirements governing advanced cellular therapy products and manufacturing.

Previously, Christopher held positions with the Association for the Advancement of Blood and Biotherapies (AABB), Virgin Health Bank, Ventana Medical Systems, and Celgene.

While with AABB, he held the positions of Senior Director of New Products and Lead Quality Assessor, auditing both domestic and international organizations to known standards in an effort to promote and ensure patient quality care and manufactured product consistency and standardization within Cellular Therapy, Blood Banking, Transfusion Services, Perioperative and Donor Center industries and operations. He contributed greatly to the work of AABB’s accreditation program providing his deep breadth of knowledge and technical acumen on many committees during his tenure. His pioneering work in the realm of virtual assessments during the COVID pandemic allowed AABB to flex into the planning and execution of this novel approach to the maintenance of accreditation activities during a global travel crisis. His agile thinking and approach to planning provided as minimal disruption as possible to AABB’s customer facilities.

While working with Virgin Health Bank in the State of Qatar and the United Kingdom, Christopher advanced through a series of executive roles. He joined Virgin Health Bank as the Director of Operations, during which time he managed the successful design, and build out of a new state-of-the-art cGMP facility, the first in the Middle East. As Director and Chief Executive Officer, he directed the launch of the first Arab-centric stem cell bank, and strategically guided the organization to enhanced shareholder value and expansion across the Middle East and UK. In these roles, he also oversaw global corporate operations, research collaborations, product portfolio expansion, and regulatory framework.

Christopher managed the Detection and Chemistry Assay Development Group for Ventana Medical Systems, a global leader and innovator of tissue-based diagnostic solutions. In this role, he directed overall program goals, optimized resources, and guided technical and product direction in global regulated environments.

Prior to Ventana Medical Systems, he held the position of Director of Operations for the high-growth Cellular Therapeutics Division of Celgene. As a senior-level scientist and member of the executive team, he directed divisional operations, medical affairs and executed business and scientific strategic planning.

Danielle Smyla

Senior Director, Quality Assurance

Danielle Smyla, M.S., brings 14 years of Quality Assurance and GMP experience in the Biotechnology and Medical Device industries. Ms. Smyla is an established Quality Leader with expertise in the implementation, management and continuous improvement of Quality Management Systems for GMP operations.

Prior to joining OrganaBio, Danielle was a key member of the Quality Management team at Canon BioMedical, where she led the cross-functional development and implementation of their Quality Management System. She also managed a team of Quality Specialists and Sr. Specialists, coaching them in the implementation, management and identification of improvements to quality processes.

Ms. Smyla’s Quality-focused career is complimented by valuable hands-on experience in GMP product manufacturing, as well as R&D laboratory experimentation and formulation work in support of product development.

Danielle has earned a Master’s in Biotechnology from the Johns Hopkins University and a Bachelor of Science in Chemistry from the George Washington University.

Sarah Alter, Ph.D.

Lab Director

Sarah Alter, Ph.D., is Laboratory Director at OrganaBio, LLC, where she provides technical leadership across laboratory operations, process development, product manufacturing, and clinical sample processing services supporting cell and gene therapy developers worldwide. She brings more than 20 years of immunology and translational research experience spanning autoimmunity, oncology, and infectious disease.

Since joining OrganaBio in 2018, Dr. Alter has progressed through roles of increasing responsibility, first as Director of Immunology, leading development and manufacturing of human-derived immune cell products for immuno-oncology partners and clients; then as Senior Director of Scientific Affairs, where she served as immunology subject matter expert and shaped scientific strategy across new product launches, market analyses, and client engagements. She also served as founding Managing Director of HemaCenter, LLC, OrganaBio’s FDA-registered leukapheresis collection subsidiary, where she stood up operations, recruited the medical team, and authored governing protocols and SOPs.

Earlier in her career, Dr. Alter led preclinical R&D for IL-15–based immunotherapies at Altor BioScience (now ImmunityBio), contributing to programs that advanced into the clinic and co-authoring numerous peer-reviewed publications. She holds a Ph.D. in Immunology from the University of Miami Miller School of Medicine and an M.Sc. in Microbiology from Florida Atlantic University, and is a registered Patent Agent licensed to practice before the U.S. Patent and Trademark Office.

Carlos Carballosa, Ph.D

Vice President, Sales

Dr. Carlos Carballosa holds a doctorate in Biomedical Engineering from the University of Miami and currently leads global sales for OrganaBio as the VP of Sales. Since joining the company in 2018, Carlos has had a hand in managing all of OrganaBio’s products and services including perinatal tissue, apheresis material, and cell processing and cryopreservation support services for clinical trials.

Oscar Robles

Director, Quality Systems

Oscar Robles has over thirty years of experience in pharmaceutical and medical device industries. His main areas of expertise are in Quality Systems, Quality Assurance, Manufacturing Systems Validation, Computerized Systems Validation, implementation of GxP Computerized Systems and ERP Systems such as TrackWise, Electronic Document Management, JDEwards, SAP, and Oracle. Prior to joining OrganaBio, Oscar was a member of the Quality Management team at Apotex – Aveva Drug Delivery Systems for ten years. Oscar has earned a Master’s in Business Administration from Nova Southeastern University and a Bachelor of Science in Electrical Engineering from Florida International University.

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