AES Joins the Yokogawa Family | Bioprocess Automation

Livia Hallen — Mon, 05 Oct 2026 11:27:58 +0000

AES Joins Yokogawa: The Beginning of Something Bigger for Biotech

Broader Automation Capabilities, a Stronger Technology Network, and Deeper Support for Bioprocess Projects, From Design to Full-Scale Production

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AES Partners with Valmed to Supply Single-Use Biobags and Tubing Assemblies

Livia Hallen — Wed, 23 Sep 2026 16:18:35 +0000

AES Partners with Valmed | Single-Use Biobags & Tubing

From 5 mL Biobags to 3,000 L Bag Systems: Single-Use Consumables Backed by AES Bioprocess Engineering

Table of contents

Meet Yeliz Cakiroglu: The Art of the Biotech Sale — and Why the Best Ones Start with Listening

Livia Hallen — Thu, 16 Jul 2026 08:54:57 +0000

Meet Yeliz Cakiroglu: The Art of the Biotech Sale — and Why the Best Ones Start with Listening

Consultants Before Salespeople: Yeliz Cakiroglu on Navigating Buying Committees, Partnering with Startups, and Building Client Relationships That Last

Yeliz Cakiroglu, Sales Manager at AES, works at the intersection of highly technical science and complex commercial decisions. With deep experience across the bioprocess equipment landscape, Yeliz brings a consultative mindset to every client engagement — one grounded in understanding process objectives, building trust across organizations, and finding solutions that serve clients not just today, but years into the future.

Q: How is selling bioprocess equipment different from other technical sales roles?

Selling bioprocess equipment isn’t really about selling equipment — it’s about helping clients make decisions that could affect years of manufacturing, regulatory compliance, and product quality.

What makes this field unique is that our customers are often experts in their own right. Process engineers, manufacturing specialists, and scientists frequently know their application more deeply than we do — and that’s exactly how it should be. Our role isn’t to out-science them. It’s to understand their objectives, ask the right questions, and help them find the best technical solution.

Buying cycles are also significantly longer than in most industries. Decisions rarely come down to one individual. Engineering, manufacturing, quality, procurement, finance, and project leadership all have different priorities, which means success comes from building trust across multiple stakeholders over months, not pushing for a quick close.

The most successful salespeople in biotech are consultants first and salespeople second.

Q: How do you think about which clients and projects to prioritize?

Every enquiry deserves careful consideration, but not every project has the same requirements — or the same readiness. Understanding where an organization is in its growth journey helps both sides have more productive conversations from the start.

Some of the factors we consider include whether a company is expanding manufacturing capacity or planning a new facility, what stage of growth they’re in — from early development through to commercial manufacturing — and whether they’re looking for a standalone piece of equipment or a broader integrated solution.

Equally important is having open conversations about timelines, budgets, and project objectives early on. Aligning on those fundamentals from the outset helps us recommend the most appropriate solution — whether that’s something available today, a phased approach, or, occasionally, advising that another option may better serve the client’s needs.

“Successful projects aren’t built on winning an order. They’re built on finding the right solution for the customer’s process, budget, and long-term goals.”

Yeliz Cakiroglu

Sales Manager

Q: Biotech startups are a big part of the market right now. What do they actually need from a vendor?

Startups operate very differently from established pharmaceutical companies. They typically have smaller teams, limited capital, aggressive timelines, and rapidly evolving processes. They’re often looking for more than equipment — they’re looking for a partner and a sounding board.

Flexibility becomes incredibly important in these relationships. Modular systems, scalable designs, strong documentation, and responsive technical support can often be more valuable to a startup than the lowest purchase price.

The best partnerships we’ve built with early-stage companies come from understanding where they are today while designing solutions that won’t limit where they’ll be in two or three years. That long view is what separates a vendor from a true partner.

Q: Who's really involved in a bioprocess equipment purchase — and how do you approach that complexity?

One of the biggest misconceptions in biotech sales is that you’re selling to just one person. In reality, most equipment purchases involve multiple stakeholders, each with their own priorities and definitions of success.

Your first conversation might be with a Process Engineer or Project Manager, but before a project moves forward, decisions typically involve Manufacturing, Quality, Validation, Procurement, and Finance. Each team evaluates success differently — whether that’s technical performance, regulatory compliance, ease of implementation, or commercial value.

At AES, we believe successful projects start with understanding the needs of everyone involved, not just the initial point of contact. By taking a collaborative approach from the outset, we can recommend solutions that support both the immediate project requirements and the client’s long-term manufacturing goals.

The best outcomes come from strong partnerships, clear communication, and a shared focus on delivering the right solution.

Q: Are there situations where you'd advise a client to look elsewhere?

Honest conversations are the foundation of any good partnership. We invest time upfront to understand a client’s objectives, timelines, and technical requirements — and sometimes that process reveals a mismatch between what they need and what we’re best positioned to deliver at that moment.

At AES, we don’t believe in finding a quick solution. We believe in finding the right one. Taking the time to establish realistic expectations early helps ensure that projects are delivered efficiently and that the solution we propose genuinely supports the client’s goals — not just the immediate purchase decision.

Q: How should biotech companies think about equipment decisions with growth in mind?

As biotech companies grow, their equipment requirements naturally evolve. What works well during early-stage development may not be the right fit for pilot or commercial manufacturing — and making that transition can be disruptive and costly if the original equipment wasn’t selected with scalability in mind.

That’s why we work with clients to understand not only their current requirements, but also their long-term objectives. Choosing solutions that can grow alongside your process isn’t just good planning — it can reduce unnecessary upgrades, minimize operational disruption, and support a smoother path to scale.

Yeliz Cakiroglu’s approach to biotech sales reflects something deeper than commercial strategy — it reflects the way AES thinks about client relationships as a whole. By leading with curiosity, investing in honest conversations, and keeping a client’s long-term roadmap in view, Yeliz and the AES sales team help biotech organizations navigate some of the most consequential equipment decisions in their growth journey. At AES, the goal has always been the same: not a faster sale, but a better outcome.

Ready to Find the Right Solution for Your Process?

The post Meet Yeliz Cakiroglu: The Art of the Biotech Sale — and Why the Best Ones Start with Listening appeared first on AES | Automated Engineering Services, Inc..

From Humble Beginnings to Building Think AES: My Journey Through Curiosity, Persistence, and Innovation

Livia Hallen — Mon, 01 Jun 2026 12:04:41 +0000

From Humble Beginnings to Building Think AES: My Journey Through Curiosity, Persistence, and Innovation

When people look at a company in biotech and engineering, they often assume the journey behind it was planned from the start. They imagine a straight path — a carefully designed career, a clear roadmap, and a predictable outcome.

For me, it was anything but linear.

My journey into biotech, engineering, and ultimately building Think AES wasn’t built on a perfect plan. It was built on curiosity, persistence, and a willingness to step into unfamiliar territory.

Recently, I had the opportunity to sit down with Taylor Baker on the Achieve Podcast to share more about that journey — from my early beginnings to leading Think AES and helping companies solve complex operational challenges.

This conversation wasn’t just about business growth. It was about learning through experience, adapting to new industries, and discovering how unconventional paths can create unexpected opportunities.

Starting Without a Clear Blueprint

Like many people early in their careers, I didn’t begin with a perfectly defined destination.

What I did have was curiosity.

I was drawn to understanding how things worked, why systems failed, and how problems could be solved more efficiently. Early roles gave me exposure to environments where technical precision mattered, and over time I realized I enjoyed solving operational and scientific challenges.

“Rather than waiting until I felt “ready,” I leaned into learning.

I asked questions.

I sought out hands-on experience.

I paid attention to the people who knew more than I did. Looking back, those moments became the foundation for everything that followed.”

Leo Castañeda

CEO of AES

If you’d like to hear the full conversation, you can listen to my episode on the Achieve Podcast.

In this episode, I share more about my background, lessons learned throughout my career, and how Think AES continues to approach innovation in biotech and engineering

If you want to learn more about AES and the work we do, visit https://thinkaes.com/about-aes

Learning Through Hands-On Experience

One of the biggest lessons I’ve learned is that experience often teaches faster than theory.

In technical industries, you can’t rely solely on what you read or study. You have to understand how systems behave in the real world. Working closely with scientific processes, engineering environments, and operational systems gave me exposure to challenges that couldn’t be solved with simple answers.

That hands-on learning shaped how I approach leadership today. I believe the best solutions come from understanding the details — not just from a business perspective, but from the operational reality behind them.

In the podcast conversation, I shared how technical understanding and business thinking need to work together. Companies don’t just need innovation. They need practical systems that solve real problems.

Why Curiosity Became a Competitive Advantage

Curiosity has been one of the most important drivers in my career.

In many industries, especially biotech and engineering, the ability to ask better questions often matters more than having immediate answers.

Curiosity creates momentum.
It pushes you to explore new methods, understand complex systems, and identify gaps others may overlook.

As Think AES grew, this mindset became part of how we approach challenges.

We focus on understanding root causes rather than applying temporary fixes.
We look beyond surface-level issues to identify scalable, sustainable solutions.

This approach helps us build systems that support companies operating in highly regulated, highly technical environments.

The Importance of Mentorship and Learning From Others

No career is built alone. Throughout my journey, mentorship played an important role.

Learning from experienced professionals accelerated my understanding of technical environments and helped me navigate challenges more effectively.

Some lessons came from direct guidance. Others came from simply observing how strong leaders approached problems.
Mentorship doesn’t always happen formally. Sometimes it comes through collaboration, exposure, or simply being willing to listen. One of the biggest takeaways from my experience is that growth happens faster when you stay open to learning from people around you.

Resilience Matters More Than a Perfect Path

One theme that came up during the podcast was resilience. Careers rarely move in a straight line. Unexpected opportunities appear. Industries shift. New challenges force adaptation.

The ability to stay resilient — especially during uncertainty — becomes a major advantage.
Some of the most important growth moments in my career came from stepping into unfamiliar situations and figuring things out along the way.

I’ve learned that leadership isn’t about having every answer. It’s about being willing to keep learning, keep adapting, and continue building.

Innovation Comes From Understanding Problems Deeply

In biotech and engineering, innovation is often misunderstood. People think innovation means new technology or complex systems. But innovation starts with understanding problems deeply.

When you spend time understanding workflows, bottlenecks, compliance requirements, and operational pain points, opportunities for improvement become clear.

At Think AES, innovation isn’t about complexity for the sake of complexity. It’s about building solutions that make work easier, more efficient, and more reliable.

That philosophy continues to shape how we approach projects, partnerships, and long-term growth.

Key Takeaways From My Conversation on the Achieve Podcast

During my conversation with Taylor Baker, we explored several themes that continue to shape my career and leadership approach:

How unconventional career paths can create highly specialized expertise
Why curiosity and initiative accelerate professional growth
The role of mentorship and hands-on learning in technical development
How resilience and adaptability help navigate changing industries
Why understanding both technical systems and business strategy is essential
How operational challenges create opportunities for innovation
Why building meaningful solutions matters more than following a traditional path

Shape the Future of Biotech Automation with AES

The post From Humble Beginnings to Building Think AES: My Journey Through Curiosity, Persistence, and Innovation appeared first on AES | Automated Engineering Services, Inc..

Meet Chris Birnie: Leading Automation & Technical Excellence at AES

Livia Hallen — Mon, 29 Sep 2025 14:52:01 +0000

Meet Chris Birnie: Leading Automation & Technical Excellence at AES

From the Floor to the Frontlines: Chris Birnie on Leading with Curiosity, Building Cross-Functional Teams, and Driving Automation for Biopharmaceutical Manufacturers Forward at AES

Chris Birnie, Director of Technical Solutions at AES, brings nearly 30 years of biotech expertise to leading global automation teams. Known for his collaborative mindset, broad technical scope, and dedication to mentorship, Chris is helping shape the future of automation in bioprocessing.

Q: How did you get your start in automation, and what drew you to AES?

I started in biotech right out of university, doing everything from operations to process sciences. What pulled me toward automation was the ability to really see how things worked. During a large capital project, I discovered I had a knack for automation. That insight, along with my early partnership with Leo, who shared a similar mindset, led me to AES. We both believe great automation engineers should be well-rounded—understanding process, equipment, and controls holistically.

Q: How has your background shaped your approach to leading highly technical teams?

I’ve done nearly every job in biotech, and that helps me meet engineers where they are. I try to be a mentor who encourages exploration across disciplines—not just siloed expertise. And I’ve grown from the “introverted engineer” stereotype to someone who values collaboration, human connection, and emotional intelligence in project execution.

Q: What does "technical solutions" mean at AES?

To me, it’s just engineering—solving real-world problems by applying experience across process, controls, and equipment. AES exposes engineers to a range of client challenges, helping them grow by solving different types of problems, from standardization to site-specific customization.

Q: What types of challenges are automation engineers solving at AES today, especially in regulated bioprocessing?

The range is huge. Engineers might be working on OEM software that needs to be flexible across clients, APW projects with strict regulatory needs, or global capital projects requiring standardized design across multiple facilities. Others support FDA audits at a site level. There’s also variation across tasks—some focus on testing, others on system architecture. That diversity is one of AES’s strengths.

“Automation isn’t just about making something work once—it’s about making it work reliably, repeatably, and with quality.”

Christopher Birnie

VP of Technical Solutions

Q: Where do you see automation in bioprocessing heading in the next 5–10 years?

AI is going to be big, especially in areas like drug discovery and data interpretation. We’ll also likely see continued momentum toward personalized medicine—which means more process variation, and that’s where automation thrives.

Q: How is AES staying ahead of automation trends?

By being deeply embedded in real-world innovation. Our engineers work on cutting-edge capital projects, and we share lessons across teams. That knowledge transfer—tools, libraries, process improvements—is what keeps us nimble.

Q: What excites you most about the future of AES?

We’re still small enough to stay agile but big enough to pursue large-scale execution. I see us growing into a biotech-first integrator—owning more of the project pie from panel design to project management. That creates powerful opportunities for our engineers to develop careers without switching companies every few years.

Q: Why is AES a compelling place to build a career in biotech automation?

Exposure, mentorship, and hands-on learning. From building in our Oceanside facility to supporting global projects, AES engineers gain a breadth of experience in a structured, supportive environment.

As Chris Birnie’s journey shows, automation is more than just technology, it’s about people, problem-solving, and building resilient systems that move biotech forward. At AES, his leadership is shaping the next generation of engineers to think holistically, collaborate across disciplines, and deliver solutions that are not only innovative but reliable and compliant. With a culture rooted in mentorship and technical excellence, Chris and the AES team are paving the way for the future of automation in bioprocessing.

Shape the Future of Biotech Automation with AES

The post Meet Chris Birnie: Leading Automation & Technical Excellence at AES appeared first on AES | Automated Engineering Services, Inc..

Automation & Integration Archives - AES | Automated Engineering Services, Inc.

AES Joins the Yokogawa Family | Bioprocess Automation

AES Joins Yokogawa: The Beginning of Something Bigger for Biotech

AES Partners with Valmed to Supply Single-Use Biobags and Tubing Assemblies

AES Partners with Valmed | Single-Use Biobags & Tubing

Meet Yeliz Cakiroglu: The Art of the Biotech Sale — and Why the Best Ones Start with Listening

Meet Yeliz Cakiroglu: The Art of the Biotech Sale — and Why the Best Ones Start with Listening

Table of Contents

Q: How is selling bioprocess equipment different from other technical sales roles?

Q: How do you think about which clients and projects to prioritize?

Q: Biotech startups are a big part of the market right now. What do they actually need from a vendor?

Q: Who's really involved in a bioprocess equipment purchase — and how do you approach that complexity?

Q: Are there situations where you'd advise a client to look elsewhere?

Q: How should biotech companies think about equipment decisions with growth in mind?

Ready to Find the Right Solution for Your Process?

From Humble Beginnings to Building Think AES: My Journey Through Curiosity, Persistence, and Innovation

From Humble Beginnings to Building Think AES: My Journey Through Curiosity, Persistence, and Innovation

Table of Contents

Starting Without a Clear Blueprint

Learning Through Hands-On Experience

Why Curiosity Became a Competitive Advantage

The Importance of Mentorship and Learning From Others

Resilience Matters More Than a Perfect Path

Innovation Comes From Understanding Problems Deeply

Key Takeaways From My Conversation on the Achieve Podcast

Shape the Future of Biotech Automation with AES

Meet Chris Birnie: Leading Automation & Technical Excellence at AES

Meet Chris Birnie: Leading Automation & Technical Excellence at AES

Table of Contents

Q: How did you get your start in automation, and what drew you to AES?

Q: How has your background shaped your approach to leading highly technical teams?

Q: What does "technical solutions" mean at AES?

Q: What types of challenges are automation engineers solving at AES today, especially in regulated bioprocessing?

Q: Where do you see automation in bioprocessing heading in the next 5–10 years?

Q: How is AES staying ahead of automation trends?

Q: What excites you most about the future of AES?

Q: Why is AES a compelling place to build a career in biotech automation?

Shape the Future of Biotech Automation with AES