From our sales leaders Juan Munoz-Pujol and Scott Robertson

Two journeys. One shared commitment.

After introducing our operations leaders, we turn our focus to two people whose careers took very different routes into clinical research, yet have converged around a shared belief: that leadership, at its best, is grounded in purpose, trust, and people.

Juan and Scott did not arrive here by following identical paths. But when they talk about their work, their teams, and the future of CRScube and Mednet together, the alignment is unquestionable.

Drawn in by purpose, with people at the centre

Juan’s early career spanned multiple technology sectors, from banking to retail. But when he entered the clinical trials industry more than two decades ago, something clicked. As he puts it, “Knowing that the systems and teams we support ultimately play a role in bringing new therapies to patients gave the work meaning beyond technology or commercial outcomes.” That sense of purpose, combined with the complexity of the industry, is what’s kept him engaged ever since.

Scott’s journey began closer to the clinical space, shaped by relationships and timing. When colleagues he had worked closely with went on to found Mednet, joining felt natural. What followed was long-term commitment rooted in belief: “I’ve remained at Mednet because of the strength of the mission, the value of the product we deliver to the industry, and the calibre of the people behind it.”

Different beginnings, same anchor: meaningful work, done with the right people.

Leadership shaped by challenge

Neither Juan nor Scott describe leadership as a straight line. Both point instead to moments of uncertainty as the experiences that shaped them most.

For Scott, growth brought responsibility, and tough decisions without perfect information. Reflecting on that, he shares: “For me, it reinforced that leadership is as much about self-awareness and resilience as it is about strategy, and that growth often comes from navigating uncertainty rather than avoiding it.”

Juan echoes this from a different vantage point, having led across technology, operations, and business functions. For him, the challenge lies in balancing perspectives during change: “Effective leadership during change is not about having all the answers, but about listening, communicating clearly, and creating alignment.”

Both describe leadership less as control, and more as steadiness, especially when the path forward isn’t fully clear.

Beyond numbers: sales as trust, connection, and impact

When asked what great sales leadership really means, both Juan and Scott look far beyond targets.

Scott speaks openly about shifting the focus away from transactions and toward people: “Great sales leadership goes far beyond hitting targets. It’s about building trust,  both with customers and within the team.” For him, success comes from “developing people, not just pipelines,” and grounding sales in long-term partnership and integrity.

Juan frames the role as a connective force, “acting as a bridge between customers, the market, and the organization.” That bridge, he explains, helps translate real customer insight into better strategy, stronger alignment, and more sustainable decisions across the business.

They both care about building trust, internally and externally, as a way to develop long-lasting partnerships.

When things don’t go to plan

Careers are shaped less by smooth progress than by moments of challenge, and by the choices we make in how we meet them. In clinical research especially, things rarely unfold exactly as expected. Both leaders describe similar principles for navigating those moments.

Scott prioritises clarity and learning: “First, I focus on understanding what happened without assigning blame… and then I look for lessons.” He sees challenges as opportunities to “build resilience, strengthen trust, and improve both our processes and our teams.”

Juan’s approach is equally grounded, centred on accountability and communication: “I focus on the situation, not the people, and start by assessing the facts before drawing conclusions.” For him, acting as one team – and communicating honestly and often – is essential, especially with customers and partners.

Both leaders demonstrate a shared calm when uncertainty arises, offering stability and reassurance to their teams.

Why CRScube and Mednet are stronger together

Juan and Scott share the same excitement about bringing CRScube and Mednet together, focusing less on growth for its own sake and more on the opportunities created by complementary strengths.

Scott points to the future impact of the combined organisation: “By bringing together complementary strengths, we can tackle complex challenges more effectively and provide solutions that truly transform how clinical trials operate.”

Juan shares that optimism, seeing the merger as a chance to build something more integrated: “An opportunity to build a more integrated and differentiated company, one that can support sponsors and CROs in a more meaningful, end-to-end way.”

Together, their perspectives reflect what this combination makes possible: deeper partnership, broader capability, and leadership that remains grounded in reality.

One shared foundation

What stands out most in listening to Juan and Scott is not how different they are, but how naturally their approaches complement each other. Both value integrity, curiosity, and collaboration. Both believe leadership starts with listening. And both remain deeply connected to the purpose behind clinical research.

Different journeys. Shared values. And a stronger future, built together.