DC Software: Lublin-based innovators in clinical research – #LublinHighTech interview

The clinical research sector is rapidly growing and full of both challenges and opportunities. How would you describe DC Software’s operations and place in this demanding market in just a few sentences?

We started our business in 2020, right at the onset of the COVID-19 pandemic. I believe that time posed many challenges for a newly established company, but on the other hand, it accelerated the development of medical technologies and awareness of the medtech sector’s potential. Amidst this wave of change, the clinical trials market also showed a need for regulatory updates, greater digitization, and reduced workload complexity for research personnel.

It’s undoubtedly a demanding market, but the area of dedicated technologies remains a niche—which we took advantage of to create our own IT ecosystem for managing clinical trial projects. We’re pleased to see a growing number of exciting projects, valuable partnerships, and new business relationships year after year.

Where did the idea for this business come from? Was it a coincidence, or the result of strategic planning?

My background in IT and patient care led me to look for ways to solve real problems in the clinical research sector. As a graduate of Lublin University of Technology, I’ve always had a strong connection to technology. I’ve been involved in IT projects for over 20 years, including supporting biotech companies in developing IT systems for clinical trials. That gave me insight into the real challenges faced by people running these projects and allowed me to understand the specific processes and regulations involved.

Life also took a turn where I personally experienced the patient perspective—caring for someone participating in clinical trials in both Poland and Norway. That’s where the idea for DC Software and our product eOS came from—to support the entire ecosystem in overcoming its key challenges.

Software for managing clinical trials is far from simple. What kind of skills and qualifications do you expect from team members working on such an advanced product?

Before talking about the software itself, it’s important to understand the nature of clinical trial projects. They combine medicine, finance, technology, law, and logistics. It’s a complex field where every member of a multidisciplinary team plays a vital role.

When designing software for this industry, we can’t focus on just one side. Instead, we analyze the processes of sponsors, CROs (Contract Research Organizations), and research centers, as well as the specifics of the trial protocol. That’s why we need consultants from different areas of clinical research, process architects, and software developers. All of this is supported by a legal and business foundation, of course.

Can you find these specialists locally—in Lublin and the surrounding region?

Our team and consultants are spread across Poland, but most are local. I believe that in terms of technological expertise and knowledge of clinical trials, our region has nothing to be ashamed of. Lubelszczyzna is active in both commercial and non-commercial clinical research. We have two Clinical Trial Support Centers in the region and many research facilities. We can also take pride in having many respected authorities in medical science right here.

Does Lublin serve only as your operational base, or is it truly your decision-making and technological center with broader reach?

From the very beginning, Lublin has been our decision-making and technological center. As I mentioned, we see great potential here when it comes to skilled professionals and business development. Over the past decade or so, Lublin’s business image has changed significantly. Thanks to investments and initiatives like the Lublin Medicine Cluster, which brings together the business and academic communities, we can proudly point to many successes—even in medical innovation.

Today, Lublin is a place with development potential comparable to central and western Poland. Since we’ve been here from the start, we have no trouble executing nationwide projects and steadily expanding abroad.

What technologies are at the core of your solutions? Is artificial intelligence already a practical tool in your field?

We begin with the clinical trial protocol and the organizational structure of the project. Since both elements vary depending on the project type and are subject to change, our eOS ecosystem is built on a workflow engine and low-code technology.

This means our system is process-based, made up of components such as task flows, document circulation, and data management. Artificial intelligence is already being used—particularly in automating repetitive tasks like form generation, database filtering and analysis, or scheduling.

eOS is a dedicated solution, which means every implementation starts with a thorough analysis of processes, procedures, workflows, and user responsibilities. We call it an “ecosystem” because our solution can be used to design any personalized platform—whether it’s eTMF, eISF, eCRF, EDC, or a full CTMS.

The clinical research industry has seen major transformations in recent years. What trends—technological or regulatory—are currently shaping your work the most?

The first major trend is a growing emphasis on data management and process optimization. Early this year, the Council of the European Union adopted legislation on the European Health Data Space (EHDS). It’s a big shift: on the one hand, it improves access to data for medical and scientific projects; on the other, it increases the volume of data research staff must handle.

EHDS presents a great opportunity, but it also highlights the need for digital process optimization. In terms of regulation, I must also mention the AI Act and ICH GCP E6(R3), which introduce important standards for data quality used in AI, data lifecycle management, and technological risk monitoring.

In clinical trials, recruiting patients remains a challenge—though I prefer the broader concept of patient engagement. This means improving effectiveness at every stage: from collecting and analyzing feasibility data, to identifying patients based on inclusion criteria, to simplifying informed consent, e.g., through audiovisual tutorials.

Raising public awareness is also key. There are two objectives: increasing knowledge about clinical trials, and combating the medical misinformation that is so widespread today.

You mentioned a broader view of “patient engagement” instead of just “recruitment.” That’s an important distinction. What do you believe is the key to effective patient engagement?

When we talk about “recruitment,” we often focus only on the formal process of enrolling a patient. Engagement is much broader—it starts with building trustworthy, accessible knowledge about clinical trials.

It also involves cooperation among all stakeholders—public institutions, patient organizations, industry associations, and private businesses—to build an ecosystem that systematically increases participant safety.

From a technology perspective, it’s about designing tools that ensure data protection and uphold medical ethics. Patient engagement also involves improving accessibility through the optimization of digital data management. All of this serves one main goal: to make patients less fearful and more informed about the opportunities and rules surrounding clinical trials.

No innovation—be it technological, legal, or procedural—can replace the most important thing: human relationships. Because a “patient” or “participant” is, first and foremost, a person—one who carries fears, emotions, and uncertainty.

What innovations—technological or otherwise—do you believe will define the future of clinical trials in the next decade? And in turn, the future of your company?

Everything currently referred to as Decentralized Clinical Trials (DCTs). Remote and digital models for managing research projects will respond to increasing globalization, the rise of multi-center studies, and the need to reach new patient populations.

Europe must embrace these models if it wants to keep pace with the clinical trials sectors in Asia and the Americas. I also believe we’re seeing a shift in patient attitudes. More and more, patients are actively researching and verifying health-related options. That’s a form of social innovation—and we need to support it by building awareness, so that patients don’t fall prey to uncritical acceptance of medical misinformation.

Finally, what advice would you give to young professionals in Lublin who are considering a career in the medtech sector but are unsure whether the local market offers enough opportunities?

Approach your professional development with a broad mindset. It’s not just about gaining medical knowledge or technical skills, but also about developing soft skills like critical thinking and communication.

From my point of view, today’s medtech market needs specialists who serve as bridges between IT providers and medical centers. One key area where such bridges are needed is data management. I believe that medical professionals who learn to use digital tools in data collection, cleaning, filtering, and analysis will find it easy to join many innovative projects.