Managing labs across multiple locations comes with no shortage of complexity—but it’s often the human element that makes the biggest impact. In this Q&A, Kelly Sullivan, PhD, global director of operations and labs at CIC, shares how soft skills like empathy, humility, and clear communication play a critical role in leading successful multi-site lab teams. Drawing from her experience leading lab spaces internationally, Sullivan offers practical strategies for aligning teams, scaling success, and fostering trust—even from a distance.

What are the most common operational challenges lab managers face when overseeing multiple lab locations?

The biggest challenges I’ve seen are often due to inconsistency, which can manifest in areas like: processes, policies, communication, and team roles. When inconsistencies are left unchecked, they often grow into larger gaps that can cause operational challenges. Maintaining transparency between sites allows teams to learn from each other and help spot issues before they escalate. Keeping everyone in the loop and balancing flexibility while maintaining cross-site visibility is what has helped me keep things running smoothly.

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Creating shared standards gives teams a strong foundation to follow while allowing space for local adjustments. I rely on site champions to identify gaps, share wins, and flag concerns early. Clear expectations, regular check-ins, and open lines of communication are key to staying aligned, even when every location has its own unique needs.

How do soft skills play a role in effectively managing lab operations of multiple sites?

At the core of every organization are its people. Leadership’s ability to lead with empathy and listen actively is essential, especially when overseeing multiple sites. When you cannot be physically present, how you listen, build trust, and communicate becomes even more important. It is what helps team members feel seen and valued, even from a distance. Managing labs is not just about operations. It is about people, and how they feel showing up to do the work each day. Creating an environment where teams feel supported, empowered, and connected is what drives long-term success.

What types of skills or traits can lab managers develop to help them overcome the challenges you mentioned?

• Adaptability: No two days or sites are the same. Being able to pivot and shift priorities is essential, especially when unexpected challenges arise. Adaptability allows you to stay focused on what matters most while supporting your team through change with clarity and confidence.
• Clarity: The ability to simplify, document, and clearly communicate processes and asks makes a meaningful difference. When people understand what is expected, it creates a smoother, more supportive working environment for everyone.
• Humility: You will not always have the right answer, but you can lead the way to a solution. Staying open to input and learning from your team not only leads to better outcomes, it also builds a more engaged and collaborative environment

The best leaders I’ve worked with approach challenges with curiosity, not ego. Feedback is an important tool to continually use and hone.

What communication strategies do you find are most effective for maintaining transparency and alignment across different sites?

Consistency and open-door communication are [both] key. I set regular check-ins across multiple sites with a shared agenda, use centralized platforms for SOPs and updates, and highlight clear action items so nothing gets lost in translation. Just as important, I encourage two-way feedback, not just communication from the top down. Teams need space to share what is working and what is not.

Open-door communication means more than just being available. It is about creating an environment where team members feel comfortable speaking up, asking questions, and offering feedback without hesitation. Whether it is a process that needs improvement or a success worth scaling, teams need to know their input is heard, valued, and acted on. That kind of transparency builds trust, drives improvement, and strengthens connections across every site

How do you cultivate trust and psychological safety in teams spread across regions and cultures?

It starts with showing up consistently and making time to really know your teams. Recognize different cultural norms around communication and feedback, and do not assume a one-size-fits-all approach. Celebrate wins publicly, address issues privately, and lead with transparency. Creating a safe space means encouraging questions, welcoming different perspectives, and responding with respect and openness. When people know you are on their side, even when things go wrong, they are more likely to take ownership, speak up, and bring new ideas forward. A safe and supportive environment does not happen by accident. It is built through everyday actions, honest conversations, and a genuine commitment to your team’s success.

When a site delivers a strong initiative or win, what’s your process for scaling that success across your other locations?

First, I take the time to understand why it worked. Was it the team, the process, the timing, or something else? I always start by recognizing the team that made it happen because recognition is both important and powerful. Then we document the process, gather feedback from other sites, and roll it out through a pilot or phased approach. We never simply copy and paste. Each location needs room to adapt the idea to their own operations while staying aligned with the core goal and processes.

After roll-out, regular check-ins with teams to see what is working, what needs adjusting, and where additional support is needed is crucial. Sharing success is not just about replication, it is about creating systems that are sustainable across diverse teams and environments.

How do you make time and space for your own professional growth as a multi-site leader?

As a scientist by training, continuous learning has always been a focus of my career. I make it a priority to attend conferences and summits to learn from peers and other leaders. In leadership, growth does not always come in the form of a course or certificate. Sometimes it comes from rest, stepping back to reset so I can lead with intention. You cannot support others if you are running on empty.

I have also learned that growth happens through reflection, conversation, and the willingness to ask for feedback. Some of the most valuable lessons have come not from formal learning but from listening to my team, navigating challenges, and staying open to new perspectives. Leadership is not about having all the answers. It is about creating space to keep learning, for yourself and those around you.

Kelly Sullivan, PhD, is a skilled lab director with firsthand knowledge of scientists’ needs. Prior to joining CIC, she managed labs in the nascent legalized cannabis industry. Her expertise in compliance, licensing, and managing systems and relationships—along with several lab certifications and experience in mechanistic enzymology—make her an outstanding resource for CIC’s scientific community. Kelly earned a Bachelors at Cornell University, a PhD in Biochemistry from Purdue, and conducted postdoctoral research there and at the University of Louisville. Kelly joined CIC in December of 2021 as the director of lab operations and now supports the growing network of labs as well as the Philadelphia site.