Subawards in a Virtual World: Strengthening PI and Research Administrator Relationships

In sponsored research, subawards are both essential and, at times, deceptively complex. They extend the reach of a project, bring in specialized expertise, and enable collaboration across institutions. But they also introduce layers of responsibility, oversight, and compliance that can quickly become challenging in a virtual environment.

At the center of this process are two key actors: the Principal Investigator (PI) and the Research Administrator (RA). Both are critical to the success of a subaward—but they operate from very different vantage points. When these roles are clearly understood and effectively coordinated, subaward management becomes significantly more efficient, compliant, and successful. As the world transitions to a more virtual work environment, successful subaward management becomes paramount to the overall project’s success.

This kind of coordination reflects one of Attain Partners’ core values, Team for Speed. In practice, that means aligning the right people, with the right expertise, at the right time—so decisions are made quickly, issues are addressed early, and projects continue moving forward without unnecessary friction.

Understanding the PI and Research Administrator Partnership

The PI is focused on the scientific integrity and technical progress, while the RA is focused on the administrative, financial, and compliance framework that supports the Subaward agreement.  

While all duties might not fall directly on one RA, several RAs might have a role in facilitating the action. At the heart of the subaward management team’s responsibilities still lies the most important thing: the relationship between the Principal Investigator and the Research Administrator. That relationship has always been foundational to successful subaward management. However, in recent years, particularly with the shift toward more virtual and hybrid work environments, that relationship has evolved in meaningful ways.

While the core responsibilities of each role remain relatively unchanged, how they interact, communicate, and build trust has become increasingly important. Historically, many PI-RA interactions happened organically, such as quick conversations in the hallway, informal check-ins between meetings, or impromptu office visits to resolve questions. These touchpoints helped build familiarity and made collaboration feel more natural.

In a more virtual environment, those opportunities are less frequent. Communication is often scheduled, structured, and sometimes limited to email or transactional exchanges. While efficient, this shift can unintentionally create distance between PIs and RAs, making it harder to build the kind of working relationship that supports proactive and transparent research management. In a virtual environment, think about how you, as the Research Administrator, can be more available for those interactions to happen more organically.

Why PI and Research Administrator Relationships Matter in Virtual Work

A strong PI-RA relationship is a critical component of subaward institutional compliance and overall project success.

When PIs feel comfortable reaching out to their RAs:

• Questions are raised earlier, before they become issues
• Compliance concerns are addressed proactively rather than reactively
• Financial and administrative decisions are made with better context
• Trust is built, reducing friction in areas like invoice review or budget oversight

On the other hand, when that relationship is distant or purely transactional, PIs may hesitate to ask questions or flag concerns about their subaward partners—particularly if they are unsure whether something rises to the level of a compliance issue.

Building Intentional Communication in a Virtual Environment

In a virtual setting, relationship-building requires more intentional effort. Relying solely on email communication can limit nuance and make interactions feel impersonal.

Incorporating more direct forms of communication, such as Teams meetings or phone calls, can make a significant difference. Even brief, periodic check-ins can:

• Create space for open dialogue beyond immediate tasks
• Strengthen mutual understanding of project priorities and challenges
• Provide opportunities to clarify expectations and timelines in real time
• Reinforce a sense of partnership rather than process-driven interaction

These conversations do not need to be frequent or time-consuming to be effective. What matters most is consistency and approachability.

Encouraging Early Identification of Subaward Issues

One of the most valuable outcomes of a strong PI-RA relationship is the ability to surface subaward issues early (“heading them off at the pass,” if you will). Whether it’s a questionable expense, uncertainty about allowability, or a concern about subrecipient performance, early communication allows for thoughtful and compliant resolution.

RAs play an important role in fostering this environment by:

• Positioning themselves as partners rather than gatekeepers
• Encouraging questions, even when the answer may seem straightforward
• Responding in a way that is supportive, clear, and solution-oriented

When PIs view their RA as a trusted resource, they are far more likely to bring forward subaward concerns, ultimately strengthening both compliance and project outcomes.

As research administration continues to evolve, so must the ways in which PIs and RAs engage with one another. While virtual work has changed the mechanics of communication, it has not changed the importance of the relationship itself. If anything, it has made fostering an environment of engagement and intentional connection even more essential.

Strengthening PI and Research Administrator Collaboration in Virtual Settings

Ultimately, effective subaward management is realized through the strength of the partnership between the Principal Investigator and the Research Administrator. Each role brings a distinct and necessary perspective: scientific integrity on one side, administrative and compliance stewardship on the other.

When these perspectives are intentionally aligned through consistent communication, mutual trust, and a shared commitment to the project’s success, subawards become far less burdensome and far more impactful. Especially in today’s virtual and hybrid work environments, investing in the PI-RA relationship is essential. By fostering approachability, encouraging early dialogue, and viewing one another as collaborators rather than checkpoints, institutions can better navigate complexity, reduce risk, and ultimately support high-quality, compliant research outcomes.

Attain Partners – Advancing Subaward Management Practices

Attain Partners works with research institutions nationwide to help strengthen these very partnerships. By combining deep sponsored research expertise with a collaborative, “Team for Speed” approach, Attain Partners helps organizations modernize subaward processes, foster effective PI-RA partnerships, and adapt confidently to virtual and hybrid work models. Through thoughtful strategy, practical tools, and people-centered solutions, we enable institutions to reduce risk, enhance compliance, and keep the focus where it belongs—on advancing high-quality, impactful research. In a virtual world, strong partnerships make all the difference, and Attain Partners helps institutions build them.

Learn how we can serve your institution.

About the Authors

John Hedberg, CPRA, CRA is a Senior Associate on the Client Services Track based in Alabama with extensive experience supporting the lifecycle of sponsored research administration. He provides services to higher education and academic medical institutions, supporting proposal submissions, award negotiations, subaward negotiation and compliance, post award administration, effort and payroll auditing, and additional compliance for federal, state, and industry sponsors. John has supported major system implementations, including Cayuse and Workday. Previously, he served as Contracts and Grants Manager for the Dauphin Island Sea Lab and held research administration roles at Auburn University and the University of South Alabama, supporting proposal development, post‑award administration, departmental research operations, and college‑level financial management.

John Radan is a Senior Consultant at Attain Partners with extensive experience in research administration. Prior to joining Attain Partners, he held roles as a Grants Finance Manager and Research Project Manager, leading both pre-award and post-award operations. John specializes in helping leading research universities strengthen financial integrity, ensure regulatory compliance, and improve operational efficiency across the grants management lifecycle.