Attain Partners Announces Strategic Partnership with Luminance

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Partnership will enable institutions to streamline contract and compliance reviews with powerful, tailored AI software

In June 2025, Attain Partners announced a strategic partnership with Luminance, a leading legal AI company founded in 2015 by mathematicians from the University of Cambridge. Luminance’s Legal-Grade™ AI automates and augments every touchpoint a business has with its contracts, from drafting and negotiation to review and post execution analysis.

“With the funding landscape for research in flux, higher education is being asked to do more with less,” said Mark Davis, Managing Partner at Attain Partners. “AI will play a critical role in helping institutions meet these challenges head-on. Through our partnership, we’re combining our deep subject matter expertise with Luminance’s cutting-edge technology to deliver research-focused AI solutions. This is going to be a game changer for our clients.”

The Power of Collaboration

Attain Partners is no stranger to strategic alliances. We specialize in blending deep domain expertise with transformative technology to accelerate results. With decades of experience working with and in research institutions, we understand the complex contracting, compliance, and operational challenges research administrators face every day.

By partnering with Luminance, a leader in AI-powered contracting technology, we’re elevating that expertise. This collaboration enables us to tailor powerful AI tools specifically for the unique needs of research institutions, helping them work more efficiently, mitigate risk, and enhance accuracy throughout the contract lifecycle. When we work together, the possibilities are endless.

Why Luminance? A Best-in-Class Platform

Attain Partners’ research contracting negotiation experts evaluated numerous AI tools before selecting Luminance as the platform best positioned to serve the research community. Several key reasons make this powerful AI software stand out among its competitors.

Ease of Implementation

Luminance can be deployed in minutes, eliminating the need for long ramp-up periods or complex integrations.

Intuitive User Experience

Designed with legal professionals in mind, Luminance integrates directly into Microsoft Word, allowing contract drafters to work in the environment they already know. This dramatically increases adoption and efficiency.

Smart Compliance and Redlining

The platform takes a first pass review of any incoming contract, highlighting where it may violate institutional guidelines and offering either AI-generated redlines or suggested precedent and fallback provisions, both of which can be inserted in one click. A built-in chatbot offers further on-demand guidance, all within a single, easy-to-use interface.

Future Potential

While the initial focus is on research contracting, Attain Partners and Luminance are already exploring additional applications, including tools to review scopes of work in funding proposals—a critical step in ensuring compliance during the application phase.

“We are delighted to partner with such an innovative firm and are looking forward to being part of their mission to empower the education, nonprofit, healthcare, and public sectors through the use of cutting-edge technologies,” said Daniel Lumby, COO at Luminance.

AI for Research Institutions

Attain Partners brings decades of hands-on experience in research contract negotiations and higher education technology. When paired with Luminance’s cutting-edge AI contracting platform, this collaboration offers a powerful, purpose-built solution for research institutions.

Together, we are tailoring AI to meet the complex, compliance-driven needs of research administration—streamlining workflows, reducing risk, and accelerating outcomes.

Interested in learning more about how AI can transform your institution’s research contracting process? Contact us today.

Rethinking Student Success in Higher Education: A Holistic Approach

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Student success in higher education has long been measured by one primary outcome: degree completion. While earning a diploma remains important, today’s students face more complex challenges, and they expect more from their college experience. As the higher education landscape shifts, institutions must rethink what success truly means and how it should be measured.

To stay relevant and meet the needs of modern learners, colleges and universities should expand their definitions of student success. That means looking beyond traditional academic metrics and incorporating developmental milestones, post-graduation employment outcomes, and long-term financial wellness.

Why Higher Education Institutions Must Redefine Student Success

In today’s competitive higher education landscape, students and their families increasingly demand clear evidence of value. The return on investment for a college degree can no longer be taken for granted; it must be demonstrated. At the same time, state governments and funding agencies are tying financial support to measurable student outcomes and alignment with workforce needs. According to the State Higher Education Executive Officers Association (SHEEO), 30 states have already adopted performance-based funding models.

Furthermore, current federal political momentum is pushing in that direction. Linda McMahon, the Secretary of Education, testified before Congress, stating, “That’s our goal, to give parents access to the quality education their kids deserve, and to fix the broken higher education industry that has misled students into degrees that don’t pay off…”.

To respond, colleges must evolve their definition of success from a singular academic milestone to a comprehensive view of student achievement. This includes three key dimensions:

  • Academic success and degree completion
  • Personal and developmental growth
  • Post-graduation career and financial outcomes

Let’s explore how each of these areas should be prioritized in institutional strategies.

Academic Success: More Than a Diploma

Academic success in higher education will always be important. Graduation and certification remain core indicators of student achievement. However, institutions should go further.

Graduation alone does not demonstrate that a student has achieved meaningful learning, career readiness, or preparation for graduate school. Colleges should expand on metrics to assess whether students truly master subject matter and build applicable skills. This might include:

Skills-Based Assessments

For example, a critical thinking assessment, earned by completing a series of scenario-based assessments designed to evaluate analytical reasoning and problem-solving skills.

Industry-Recognized Credentials or Certifications

This is becoming more common in the technical section with certifications such as CompTIA Security+ Certification, which demonstrates foundational cybersecurity knowledge recognized by employers in the tech sector. However, there are numerous ways this can expand beyond technology programs.

Portfolios of Student Work

This includes research and writing portfolios, which compile writing samples, annotated bibliographies, and independent research papers to illustrate academic progression and scholarly inquiry.

Capstone Projects and Applied Learning Experiences

Capstone projects are commonly found in graduate programs but are less prevalent at the undergraduate level. Expanding capstone or applied learning opportunities to undergraduates would not only help develop practical skills but also provide a clear demonstration of student learning and academic achievement.

These practices not only provide evidence of learning but also help students articulate their skills to future employers. In a world where degrees alone may not guarantee employment, demonstrating competencies is critical to career readiness.

Supporting Cognitive and Social Development

Success in college isn’t just about academics. Student development, both cognitive and social, is essential for long-term success. Supporting this kind of development is central to the mission of a liberal arts education. Institutions should embed these outcomes into their definitions of student success.

Institutions should actively track how students grow in areas like critical thinking, communication, leadership, and emotional intelligence. These soft skills are vital in nearly every profession and are often cited by employers as top hiring criteria.

How colleges can promote and assess developmental success

  • Using co-curricular transcripts
  • Encouraging student engagement in clubs, service, and leadership
  • Administering engagement surveys and self-assessments
  • Requiring participation in mentorship programs and support networks

Modern CRM systems can play a key role in supporting these activities while capturing valuable data that institutions can leverage to improve student outcomes. By fostering personal growth and development, colleges help build the foundation for both professional success and personal resilience beyond graduation.

Post-Graduation Success: Employment and Financial Outcomes

With rising tuition and growing student debt, post-graduation outcomes are arguably the most visible indicators of student success today. Colleges must track and report on what happens after students leave campus, and financial outcomes should also be considered. Institutions should monitor the debt loads of their graduates and how quickly they are able to achieve financial stability. A student burdened with high loan repayments, even if they earned a degree, may not be considered successful by broader societal standards. 

We all know this is of the utmost importance to college students and their parents/caregivers. That view is supported by several surveys.

  • Pew Research found that, “Nearly half of adults (47%) say a four-year college degree is worth the cost, but only if someone doesn’t have to take out loans in order to attend.”
  • Third Way and Global Strategy Group found that “Graduate students want outcome transparency before enrolling in a program.”

How institutions can expand the evaluation of post-graduation success

  • Job placement rates within the student’s field of study
  • Average starting salaries and long-term income growth
  • Alignment between academic programs and workforce needs
  • Student loan debt load, default rates, and financial stability after graduation

Further, states are increasingly linking education funding to employment outcomes. According to SHEEO, 42 U.S. states connect education data with workforce data to guide policy and resource allocation. Colleges that cannot show alignment between academic offerings and job market demands may face funding risks.

Promoting post-graduate financial success also supports broader institutional goals. For example, financially successful alumni are more likely to contribute through philanthropic giving.

How institutions can promote post-graduation financial success to ensure broader institutional goals are met

  • Track and report on key metrics of postgraduate success (e.g., job placement, debt load, salaries)
  • Expand partnerships with employers
  • Strengthen career services and job placement resources
  • Embed career readiness into the curriculum
  • Provide financial wellness programs for students and graduates

By doing so, institutions help ensure their graduates are not just employed, but thriving.

Final Thoughts: A Modern Definition of Student Success

Redefining student success in college means embracing complexity. It means acknowledging that learning is both an academic and a human endeavor. It means creating systems that support students not only as learners but also as future professionals, leaders, and community members.

Colleges and universities that embrace this broader definition of student success and integrate it into their strategic enrollment management plans will be better positioned to serve their students, respond to the needs of today’s economy, and uphold their missions as engines of opportunity.

In today’s world, the most successful institutions will be those that ensure their students leave not just with a degree, but with the confidence, skills, and support to thrive for a lifetime.

Attain Partners – Strategic Expertise for Higher Education

At Attain Partners, we help colleges and universities reimagine student success, from strategic planning to systems implementation. With deep expertise in digital transformation, data integration, and student-centric design, our team supports institutions in building measurable, future-ready models that promote academic, developmental, and post-graduate outcomes.

To learn more about how we can help your institution evolve its approach to student success, check out our latest thought leadership or connect with one of our experts.

About the Author

John Knost is a seasoned leader with over 25 years of experience in higher education student operations, compliance, and technology transformation. He has successfully held leadership positions in large-scale ERP and CRM implementations, including Workday and Salesforce, across multi-campus systems. John holds a Master of Science in Higher Education Administration and a Graduate Certificate in Enrollment Management from the University of Miami.

Crisis Reveals Character

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In this moment, library leaders can rise.  

Research libraries face an unprecedented crisis that strikes the heart of their mission.

Universities are confronting shifting federal funding and enrollment patterns while public trust and faith in knowledge creation are wavering. The convergence of challenges makes it difficult for libraries to serve their essential functions.

Library leaders now face impossible choices that compromise their professional purpose with every decision they make.

  • Cut staff or reduce collections?
  • Invest in new, efficient technologies or keep library buildings open?
  • Support faculty research or help students achieve academic success?
  • Should scholarly research be made accessible, or should cultural heritage be preserved?

Each choice means something vital gets left behind. These decisions aren’t just about budgets; they impact our organizations and our communities.

A crisis demands strategic communication approaches to navigate complexity, build trust, and secure the future of research libraries.

Reminders for Leading Through Crisis

Communicate clearly and frequently.

Share what you know, admit what you don’t, and provide regular updates. Transparency builds trust when uncertainty runs high.

Make decisions with incomplete information.

Crisis demands action despite ambiguity. Gather available data quickly, consult key stakeholders, then decide and move forward.

Stay visible and accessible.

Physical and emotional presence matter. Be where your people can see you, make yourself available to answer questions, and offer support.

Focus on what you can control.

Channel energy toward actionable solutions rather than circumstances beyond your influence. This is a model of resilience for your team.

Prioritize ruthlessly.

Crisis amplifies the need for clear priorities. Identify the essential few initiatives that matter most and say no to everything else.

Embrace adaptive thinking.

What worked in the past may not work now. Be willing to abandon old playbooks and experiment with new approaches.

Lead with empathy and authenticity.

Acknowledge the emotional toll of crisis. Show your genuine concern for people’s well-being while maintaining confidence in the path forward.

Collaborate and develop new affinities.

Crisis often reveals the need for collaboration across traditional boundaries. Seek unexpected partnerships and alliances (right now, especially within your funded research communities).

Tell a compelling story about the future.

Help people see beyond the immediate crisis to a vision worth working toward. Hope is a leadership tool. Libraries can meet this inflection point and strengthen our future.

Last but most importantly, take care of yourself.

Leading during a crisis takes a toll. Maintain your health, perspective, and resilience so you can help sustain others.

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Universities are at an inflection point, and they depend on robust library systems to sustain research, support student success, and help tackle complex societal challenges. When libraries are unable to operate effectively, the entire academic enterprise suffers.

In this moment, library leaders will show their character. By leading through uncertainty with conviction and clear communication, they will become stronger leaders while strengthening their centrality in our knowledge ecosystem.

Learn More

Interested in customized support for your library? Contact us today.

About the Author

Hilary Craiglow is a Senior Manager at Attain Partners, leading our team of library strategists to strengthen library systems. With extensive experience leading academic and research libraries, Hilary has a deep understanding of college and university systems. She is a strategic and visionary administrator, melding rich library traditions with innovative, forward-thinking services. As a data and mission-driven leader, she employs proven evaluation and assessment methods and creates organizational transformation through empathy and partnership. Hilary helps library leaders achieve their mission faster, more efficiently, and with greater impact.

Salesforce Will Acquire Informatica - Data Strategy Implications

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What does this acquisition mean for your organization?

In case you missed it, there’s big news in the Data / AI world—Salesforce, the world’s #1 AI CRM, announced its plan to acquire Informatica, a leader in enterprise AI-powered cloud data management for $8 billion. The transaction has been approved by the boards of directors of both Salesforce and Informatica and is expected to close early in Salesforce’s fiscal year 2027.

This move is poised to significantly enhance Salesforce’s data management and AI capabilities, particularly in the realm of agentic AI.

MuleSoft and Informatica: Complementary Roles

Salesforce’s acquisition strategy suggests a complementary integration of Informatica and MuleSoft, rather than a replacement. Informatica’s strengths in data integration, governance, quality, and Master Data Management (MDM) are expected to bolster Salesforce’s Data Cloud, Agentforce, and Customer 360 platforms. This integration aims to provide a robust data foundation for deploying powerful and responsible agentic AI across enterprises.

MuleSoft, acquired by Salesforce in 2018, specializes in application integration through its Anypoint Platform. While there is some functional overlap, Salesforce plans to leverage Informatica’s capabilities to enhance data quality and governance within MuleSoft APIs, ensuring data flowing through these APIs is enriched, standardized, and trustworthy.

“AND” Strategy: CRM and MDM Integration

Salesforce’s approach reflects an “AND” strategy, integrating both CRM and MDM capabilities to deliver a unified customer data platform. By combining Informatica’s MDM services with Salesforce’s CRM applications, the company aims to provide teams with the confidence to deliver more personalized and effective customer experiences, backed by trusted data.

Execution Challenges and Considerations

While the strategic rationale is clear, the integration of Informatica into Salesforce’s ecosystem may present some challenges. The success of this acquisition will depend on how quickly and seamlessly Salesforce can integrate Informatica’s capabilities into its broader data ecosystem.

Salesforce’s acquisition of Informatica is a strategic move to enhance its data management and AI capabilities. By integrating Informatica’s strengths with existing platforms like MuleSoft, Salesforce aims to provide a comprehensive, agent-ready data platform. However, careful execution will be crucial to realize the full benefits of this integration.

Recommendations for Our Clients

Align your data strategy with business goals

Each organization should evaluate its business goals and set a clear direction for its data strategy. This gives you a plan to execute against and allows you to make the best decision depending on where Salesforce and Informatica are in the acquisition process at the time that you need to start seeing results.

Integrate CRM and MDM

Remember, this is an “AND” conversation, not an “OR,” when it comes to CRM and MDM. Attain Partners recommends implementing the exact same framework we’ve used for years: CRM for engagement and MDM for data quality, governance, and golden records. This is tried and true and will continue to serve our clients well by maintaining data integrity.

Anticipate an integration timeline

It is also essential to account for the time it will take for Informatica to mature operationally within the Salesforce ecosystem once it is acquired. When Salesforce acquired MuleSoft, it took several years before the two organizations truly began to work in sync. Integration across sales, delivery, product strategy, and customer messaging was not immediate, and we should expect a similar ramp-up period with Informatica.

Knowing that achieving full integration between Salesforce and Informatica will not happen overnight, now is the time to establish a trusted partnership with an advisor. This will allow you to evaluate all options for your CRM and MDM needs even as they are rapidly evolving.

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Attain Partners will be watching this acquisition closely and tracking its effects and implications in the market. We will be ready to advise the best path forward for each of our clients, given each org’s specific business goals. Find a partner whom you trust will give you honest answers to your hardest questions. That candid feedback will be essential as organizations navigate this rapidly changing landscape.

It’s an exciting time with new technology developing and systems becoming more and more sophisticated and powerful with the use of AI, both generative and agentic. Attain Partners is here to serve as your guide as you work to leverage these tools to accomplish your important missions. Contact us today.

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Meet Our Team: Chris Menzies

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Attain Research Spotlight – Chris Menzies, Manager for Research Facilities Management, Administrative Cost Recovery, and Regulatory Compliance

Chris Menzies, Manager within Attain Partners’ Attain Research practice, has been a valued member of Team Attain for a decade, starting with Attain, LLC in 2015 and continuing his impact today at Attain Partners. Over the past 10 years, he has built deep expertise in compliance, with a focus on cost recovery optimization for university and higher education systems. 

He works diligently with Attain Partners leadership and manages a team that delivers strategic guidance to help organizations comply with complex federal and state regulations. Known for producing high-quality outputs, Chris supports our clients in advancing their compliance and financial goals.

Get to know Chris in our interview below.

Attain Partners (AP): How did you become passionate about research facilities management, administrative cost recovery, and regulatory compliance?

Chris Menzies (CM): Indirect cost recovery and regulatory compliance was an entirely new field for me when I first started at Attain Partners, and it was a challenge for me at first to understand. I think I became passionate about this field once I began to understand the model that organizations use to recover indirect costs and how much of an impact the recoveries have on the organizations we work with.

AP: How do you leverage your role with Attain to create an impact?

CM: At Attain Partners, I’m surrounded by excellent people who consistently put me in positions to make a positive impact on our clients. I’m supported by an awesome and extremely hard-working team that supports me on all of my projects, and I’ve been fortunate enough to be able to learn from some of the most knowledgeable people in this field throughout my career. Leveraging this knowledge and support has been critical for my ability to make an impact in this field.

AP: Which of our seven core values speaks to you the most?

CM: Be Bold speaks to me the most. No matter the challenges our team and our clients face, we find a way to achieve strong results and a positive impact.

AP: What do you like most about the work you do?

CM: I enjoy the strategy and analytical aspects of the work I do the most. Our team is challenged to leave no stone unturned on every project we work on. Thinking critically and analytically to ensure that no stone is left unturned and that we achieve the best results possible for our clients is a very enjoyable and rewarding aspect of the work I do.

AP: What are the biggest ways you’ve seen your work impact organizations?

CM: For many of the organizations with which we work, our role is to guide or assist individuals through a somewhat unfamiliar process. Over the course of our projects, seeing the individuals we work with gain an understanding of the indirect cost rate proposal and negotiation process is always one of the more apparent ways that we are able to make an impact.

AP: What do you enjoy outside of work?

CM: My favorite activity outside of work is playing baseball. I played baseball in college and picked it back up a few years after graduating. I’ve been playing for/managing a men’s baseball team in Northern Virginia for the last seven years now. I love staying involved in team sports and keeping active outside of work.

AP: How do you stay current on the latest trends and developments in your field?

CM: Fortunately, at Attain Partners, we are surrounded by an extremely knowledgeable and experienced group of leaders within this industry that keep our team up to date on the latest trends and developments. Additionally, one of the best ways to keep up to date on some of the latest trends is through regular communication with our clients. Keeping an ear out for the specific challenges they are facing helps shed light on the overall trends and developments within our field.

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Learn more – Chris Menzies 

Chris Menzies is a Manager within Attain Partners’ Attain Research practice, where he leads projects in research facilities management, administrative cost recovery, and regulatory compliance. Chris brings 10 years of experience guiding universities and other research organizations through indirect cost rate proposals and negotiation processes to help optimize cost recovery and improve financial stewardship across key facility cost areas, including depreciation, interest, and operations and maintenance.

Interested in speaking with Chris directly? Fill out this form to be connected!

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Attain Digital Leader Spotlight: Alexander Brown

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Meet Alexander Brown, Senior Principal and Applications Modernization and Innovation Lead

For more than seven years, Alexander Brown has played a pivotal role in shaping Attain Partners’ digital product strategy, driving innovation across the firm, and delivering complex technology projects for clients.

As Senior Principal and leader of both Applications Modernization Services and Innovation at Attain Partners, Alexander leads the full lifecycle of the Attain Apps product line and delivery of custom and complex technology projects. Through Attain Apps, he supports transforming core intellectual property into intuitive and scalable SaaS solutions that support research and academic institutions. With deep expertise in product management, design, development, and client engagement, Alexander has guided the creation of products such as Attain Research Performance and Attain Rate, as well as products for Attain Partners’ clients, including MHEC’s upcoming MDSIS, which will support the management of the state’s scholarships.

Through his leadership, Alexander continues to strengthen both Attain Partners’ technology portfolio and our clients’ operations with next-generation, custom-developed products and assessments.

Interested in learning more about Alexander? Read on in our interview below.

Attain Partners (AP): What sparked your interest in product development and innovation?

Alexander Brown (AB): I found my passion for building products somewhat by accident, right as I was graduating from college. I first joined a startup working as a mobile app developer and then continued as a part of IBM’s federal consulting business. The feeling of materializing something that will impact people’s lives from thin air is second only to seeing users enjoy what you’ve built. Not too long after joining IBM, I found my calling in the product development process in the product and design functions, as it brought me closer to the people who are impacted by my work. 

AP: How do you leverage your role with Attain Partners to create an impact?

AB: It is always on my mind that our customers or their customers might spend either an entire day or time every day in the software we create, so if we can make that experience excellent, we have an obligation to do so.

As a practitioner, this has led me to believe that enterprise software can simultaneously serve complex use cases, deliver engaging aesthetics, and provide a usable experience. I leverage my role as the lead for our App Modernization services and Innovation department to push our teams on this goal for every customer. Obviously, we don’t demand that all customers use the processes that most often lead to that outcome; we do always try.

AP: Of our seven core values, which speaks to you the most?

AB: Even after nearly seven years with Attain, our value to Be Bold has always held a special place in my heart and mind. For our clients, our company, and our consultants, there is always an opportunity and a solution path, especially in the face of seemingly insurmountable obstacles. To truly “Be Bold,” our job is to light that path with an unwavering commitment to deliver results for our clients.

AP: What do you find rewarding about the work you do?

AB: I have never lost my initial love for building products, but it has extended into a love for solving hard problems, usually with software. That moment, after collaborating with the customer and our amazing team members, when the path becomes clear, definitely sparks joy.

AP: How have you seen modernization efforts transform organizations?

AB: Custom development is a sticky issue for almost every organization that walks that path, which is often why we connect with customers. Some of the biggest impacts we’ve seen are around modernization of systems, which have enabled leaps forward in the ability for customers to retake ownership of maintaining their own systems.

AP: How do you keep pace with evolving technologies and industry trends?

AB: While technology’s pace of change continues to accelerate in many respects, my goal in tracking trends and developments is to find and explore durable trends to provide guidance to my clients. I generally take a somewhat crowdsourced approach by looking to my industry peers and internal teams to supplement my independent exploration. Through regular check-ins with peers who work in a wide array of domains, I can discover trends that might be coming to the public sector. Our team holds a weekly developer workshop to explore an array of topics and best practices; by sitting in on these, I can catch some of the grassroots changes that may be driven by engineers’ preferences.

Having been swept up in the early waves of blockchain as a solution, I am generally averse to taking solutions and going to look for a problem. So often, my exploration of trends and developments is in service to specific client challenges, as fresh solutions and technology can sometimes be the key to what seemed like an insurmountable challenge.

AP: What are your interests outside of work?

AB: As previously mentioned, I’ve never lost my love and passion for building things, so in the time that I am not spending with my family and young daughter, I make furniture. I started working as a kid and found my way back, and I found that I missed the act of building things.

Learn more – Alexander Brown

Headshot photo Alexander Brown

Alexander Brown is a Senior Principal and leader of both Applications Modernization Services and Innovation at Attain Partners. Alexander is responsible for the full product lifecycle of the Attain Apps product line and the delivery of custom and complex technology projects for our clients. Attain Apps features the firm’s cornerstone intellectual properties distilled into easy-to-use SaaS products. With an academic background in economics and experience as a product manager,  designer, developer, and consultant himself, Alex works hand-in-hand with experts, designers, and developers to create products and deliver custom solutions that provide academic and research institutions with best practices and insights.

Interested in speaking with Alexander directly? Fill out this form to be connected.

Attain Research Leader Spotlight: Stephen Fratantaro

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Meet Attain Research Principal Stephen Fratantaro

Stephen Fratantaro joined Attain Partners’ Attain Research practice earlier this year to enhance the portfolio of work and impact of our research leadership experts. With more than 20 years of experience in higher education, Fratantaro utilizes a modern system-to-system approach drawn from experience as a business administrator and amplifies the efficiency and quality of solutions we offer our clients to meet established goals in accordance with updated policy in an always evolving research market.

Under the leadership of Managing Partner Mark Davis, Attain Research unites the firm’s core research enterprise services to enhance market focus, elevate delivery excellence, and address diverse client needs. The practice provides enterprise-wide strategy and technology transformation expertise at scale. Istvan rounds out our esteemed team of industry experts, including Partner Wally Davis, as well as Bob Cohen, Shacey Temperly, Nadia Kikilo, Courtney Swaney, Stephen Fratantaro, Gil Tran, and Hilary Craiglow. 

Our team delivers a grants management process with technology defined by collective data-driven reporting and individualized sets of responsibilities for our clients that maintain assuredness of a direction from the beginning to end of a project life cycle.

Read the below interview with Stephen Fratantaro to get to know more.

Attain Partners (AP): How did you become passionate about electronic research administration?

Stephen Fratantaro (SF): I began my career in research administration as a business administrator at the University of Pennsylvania’s Department of Psychiatry. I was responsible for managing the lifecycle of grants for about a dozen faculty members; one of the critical functions of this position was managing and organizing grant applications. This was back when the “sneaker net” was the only way to obtain approvals around campus which meant we had to walk several copies of the grant application to obtain signatures and then update individual sections of the application manually as corrections were suggested. I can remember thinking there had to be a better way to do this, and once system-to-system submissions were introduced, I dived right in and developed a passion for understanding and implementing the systems that support them.

AP: What did you do before joining Attain Partners, and what brings you to this role now?

SF: I held a number of positions in research administration and software implementation at the University of Pennsylvania, New York University, Harvard Medical School, Yale University, and the Huron Consulting Group. When I was approached about this position, not only was I impressed by the people I spoke with, but was particularly drawn to the relatively small size of the company, and the opportunity to have an impact internally as Attain continues to grow.

AP: How do you want to leverage your new role with Attain Partners to create an impact? 

SF: In addition to delivering high-quality services to our clients, I want to leverage my industry and consulting experience to augment internal operations and methodologies.

AP: Which of our seven core values speaks to you the most?

SF: Execute with Discipline. With over 20 years of experience navigating through higher education, I have learned that these institutions present unique challenges. I learned quickly to value people who can “get things done” in these environments. 

AP: What do you like most about the work you do?

SF: While I’m not directly involved in actual research activities, knowing that the work I do helps facilitate scientific discoveries is very rewarding, and drives me to continue to improve the way research is conducted at our clients’ institutions.

AP: What are the biggest ways you’ve seen research administration initiatives impact organizations?

SF: From a software perspective, I’ve seen how new software can reduce investigator burden as well as improve operational efficiency within central offices. When new software replaces legacy home-grown systems, internal IT support can focus on implementing and improving other areas of the research enterprise rather than focusing their attention on supporting outdated systems. From a consulting perspective, being able to staff critical positions with high-performing talent allows research institutions to recruit from a position of strength rather than a position of desperation.

AP: What do you enjoy outside of work?

SF: I am an avid Philadelphia sports fan, I love to cook, to read, and to travel.

Learn more – Stephen Fratantaro

Stephen Fratantaro is a Principal in the Attain Research practice of Attain Partners. Stephen has a wealth of experience navigating through the unique challenges research institutions present to plan, implement, and maintain software across the research suite; lead teams performing research administration activities; and help these institutions react to changes in regulations and challenges with staffing.

Prior to joining Attain Partners, Stephen served as Director, Research Enterprise Operations at Yale University. Before Yale, Stephen worked at University of Pennsylvania, New York University, Harvard Medical School, and the Huron Consulting Group in a variety of positions related to research administration and software implementation. In these roles, he managed the day-to-day operations of a small research center, served as a signing official in the central pre-award office, a project manager for the implementation of research administration software from the client and vendor perspective, directed the development of analytic reports and the collection of data, and was the interim director of an IACUC office.

Interested in speaking directly with Stephen? Fill out this form to be connected!

Let’s Talk Interviews: How to Prepare, Connect, and Impress

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Interviews can be nerve-wracking—we’ve all been there! Whether it’s your first or your fifteenth, there’s something about trying to “sell yourself” to a stranger that makes even the most confident folks sweat a little. The good news is you can absolutely prepare. And better yet, you can prepare well.

Below are some common questions you’re likely to face, and some quick tips (including virtual dos and don’ts) to ultimately set you up for success, ensuring you show up polished, prepared, and unapologetically yourself.

Common Interview Questions (and How to Best Answer Them)

“Tell me about yourself.”

Think of this as your elevator pitch. Practice, practice, practice. Start with where you are now (professionally), add in some context about how you got there, and tie it all back to why you’re excited about this particular role.

Example

I’m currently an Analyst working with Salesforce integrations. I started out in tech support, which really taught me how to solve problems under pressure. Over time, I got more into back-end systems and automation, which led me to Salesforce—and I’ve loved it ever since.

“Tell me about a time you overcame a challenge.”

Enter: the STAR method. Set the Situation, explain the Task, walk through the Action you took, and close with the Result. Keep it focused, relevant, and work-related.

Example

We had a major client integration go sideways the week before launch (Situation). I was tasked with identifying the root cause and fixing it ASAP (Task). I stayed late two nights to test and rebuild the data mapping logic (Action). We delivered on time, and the client ended up extending their contract (Result).

“Why are you interested in this position?”

This is not the time to say, “I just need a job” or “your recruiter reached out to me, and I figured why not, let’s take the interview” (even if either may be true). Show that you’ve done your homework—mention something about the company’s mission, recent projects, or values that resonate with you.

Example

I love how your company puts a big emphasis on innovation through technology solutions. I’d be excited to contribute to a team that values inclusive design as well, especially for mission-driven organizations.

“Do you have any questions for us?”

The answer is always yes. Always. Ask about team dynamics, leadership style, what success looks like in the first 90 days—anything that helps you evaluate if this is the right fit for your career.

Pro Tip: Look up the interviewer on LinkedIn ahead of time. Questions about their own experience can open the door to an authentic, human conversation.

The Dos and Don’ts of Virtual Interviews

Let’s be real: Virtual interviews are here to stay. The rules of interviewing haven’t totally changed—they’ve just gone digital. And while yes, you technically can do a Teams interview from bed… should you? (No.)

Do

Find a distraction-free space.

No barking dogs or Netflix on in the background. Show that you’re focused and that you respect the interviewer’s time.

Test your tech.

Mic, camera, internet. Do a test run with a friend beforehand, if necessary. No laptop? No worries—just prop up your phone so it’s hands-free. 

Suit up.

I’m not suggesting an actual suit and tie is always necessary, but dress as though it’s an in-person interview. It helps you get in the right mindset, too.

Use the STAR method.

Especially when you’re answering behavioral (“Tell me about a time when…”) questions.

Show up early.

Just like you would in person. Log in 5 minutes early, take a moment to breathe, and center yourself.

Be yourself.

Seriously. Interviews are a two-way street. I always tell my candidates: the more you are your true self, the more the interviewer will be their true self. Who you work with is one of the top reasons people enjoy their jobs—so be authentically you!

Follow up.

Especially if you’re super excited about the job, follow up thank-you notes can truly go a long way. They never go out of style.

Don’t

Don’t read off your resume.

Please don’t—it’s obvious. Practice your points, but don’t sound rehearsed, as it comes across disingenuous.

Don’t multitask.

People can tell when you’re checking your phone or glancing at another tab.

Don’t interrupt.

Technology isn’t perfect, and sometimes it can take a second for someone’s audio to catch up. Pause a beat before responding to avoid talking over the interviewer. Also, be mindful of time—virtual interviews are often just 30 minutes, so stay concise and focused.

At the end of the day, interviews are about connection. Of course, skills matter, but so does showing up as the kind of person people want on their team. Prepare well, take a breath, and let the real you shine through.

About the Author

Headshot photo of Kara Simms

Kara Simms is a Senior Talent Acquisition Professional at Attain Partners specializing in technical recruitment. She has shown a commitment to understanding each candidate’s unique strengths and aspirations throughout her career, and she cares deeply about career matchmaking and building meaningful relationships. She resides on the Eastern Shore of Maryland and enjoys good bourbon and wine, cooking Italian dishes, and live music with friends!

“Freaky Fridays” Strike Again - Federal Agencies Cap Indirect Costs

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Gil Tran, Senior Specialist Leader and OMB Emeritus, shares his take on the evolving Indirect Cost Rate cap policies

Remember Freaky Friday, that early 2000s movie where a mom and her teenage daughter swap bodies thanks to a magical fortune cookie? Chaos, comedy, and life lessons ensue. Since January 20, 2025, the research community has had its own version of Freaky Friday—minus the magic, plus a lot more stress and anxiety.

On not one, not two, but three different Fridays, major federal agencies dropped surprise policies capping indirect cost rates at a flat 15%, leaving all grant recipients, especially universities, scrambling.

Let’s recap the Freaky Friday: Rate Caps trilogy so far:

Friday, February 7
NIH caps indirect cost rates at 15%

Friday, April 11
DOE follows with similar policy

Friday, May 2
NSF announces matching cap

Episode 1: NIH (Friday, February 7)

The National Institutes of Health (NIH) implemented a standard indirect rate of 15% across all NIH grants for indirect costs in lieu of a separately negotiated rate, impacting all new NIH grants, as well as existing NIH grants for institutions of higher education (IHEs).

Episode 2: DOE (Friday, April 11)

The Department of Energy (DOE) followed up with its own policy flash, applying the same cap to IHEs and threatening to terminate non-compliant current awards.

Episode 3: NSF (Friday, May 2)

And now, the National Science Foundation (NSF) has issued a 15% cap, effective May 5, which applies to new awards (even if proposals were submitted under approved negotiated rates).

Same, Same, but Different

The three methods used by the agencies to implement the capped rates are similar but also have some differences. Let’s just say, the methods are “same, same, but different.”  

First, different instruments were used by the agencies to implement the change.

  • NIH used its well-known and widely shared “NOT” notice to announce the rate cap.
  • DOE used its Policy Flash (which DOE itself notes is not considered “binding or final agency action”).
  • NSF published the update on its website and linked it to an updated policy notice.  

Second, the scope of applicability varies across the three agencies.

  • NIH applies the cap rate to all new awards for all recipients, but also retroactively to all current awards for IHEs, which include colleges and universities.
  • DOE applies the cap only to the IHEs but includes a provision to terminate any current awards that do not comply with the new rules.
  • NSF applies the cap only to new awards made after May 5, but this includes awards made based on applications submitted under previously negotiated rates. (Policy Notice: Implementation of Standard 15% Indirect Cost Rate | NSF – National Science Foundation)

Let the Law Decide

Lawsuits and subsequent hearings have been filed against both the NIH and DOE policies. A final and permanent injunction has been issued against NIH’s policy, while DEO’s policy is currently under a temporary restraining order (TRO). NIH has not yet filed an appeal but is expected to do so. DOE is awaiting the judge’s decision, expected by May 29, on whether a preliminary injunction will be granted.

In the case of the NSF, the Association of American Universities (AAU), the Association of Public and Land-Grant Universities (APLU), the American Council on Education (ACE), and 13 research universities (including: MIT, Cornell University, Princeton University, University of Chicago, and the University of Illinois, among others) filed a lawsuit on May 5 seeking a temporary restraining order against the policy, which took effect the same day. While the lawsuit cites similar arguments made in the NIH and DOE  cases, it also introduces two additional grounds for objection:

  • The NSF policy violates Congressional intent regarding the “actual reimbursement of indirect costs,” referencing a 1962 discussion of “predetermined fixed percentage rates.”
  • NSF is violating its own policy prohibiting mandatory cost sharing on its grants. Capping the rate at 15% would, in effect, require recipients to share the indirect costs. 

In addition, among the seven areas labeled “arbitrary and capricious,” the lawsuit asserts that the policy fails to achieve any of the stated objectives outlined in the policy notice:

  • “Reduce administrative burdens” – Not true, as negotiated rates are still required for awards from other agencies.
  • “Ensure consistent treatment” – Not true, since a single flat rate creates inconsistent recovery ratios for schools with diverse research portfolios and with other non-university recipients (where the cap is not implemented).
  • “More dollars allocated to direct research costs” – Not true, as indirect costs are necessary components of total allowable research costs.
  • “Align with common federal benchmark” – Not true. If the noted benchmark refers to the 15% de-minimus rate, that rate does not require any documentation, unlike the proposed cap. 

As of May 6, we are awaiting the “Prayer of Relief” requested by the lawsuit with the hope of a quick decision from the judge.

Meanwhile, it has been announced that Freakier Friday, a sequel to the original movie, will be released in theaters on August 5, 2025. It is already generating a lot of buzz and promises to reunite the same cast and explore similar fun plot lines. Unfortunately, as a member of the research community—having endured the same cap drama on three Fridays—I can say that this is one Freaky Friday: Rate Cap sequel that I’m not eager to watch. 

What’s Next?

I wish I could answer that question. I can promise that Attain Partners will continue to monitor the legal and policy developments related to the indirect cost cap, as well as other grant policy changes. We will provide regular updates to assist you during these challenging times. In the meantime, please check out our other helpful resources on this topic.

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About the Author

Headshot photo of Gil Tran

Gil Tran is Senior Specialist Leader, Grants Management at Attain Partners. Previously, he served as a Senior Policy Analyst with the Office of Management and Budget (OMB), Office of Federal Financial Management (OFFM).

A 27-year veteran of OMB, Gil has often served as a go-to field expert and is a sought-after presenter who has earned a reputation as a source of knowledge and an engaging industry speaker. Among his contributions in shaping the financial assistance landscape for future generations are: helping reduce the audit burden for both auditees and federal government oversight agencies; playing an integral role in the development of the Uniform Grant Guidance (UGG) and consolidating cost principles in the guidance; and, in 2005, leading the development of the first-ever government-wide waiver to provide relief to grantees caused by natural disasters.

Gil’s professional contributions have been recognized with several awards including the OMB Robert Damus Award, the National Grants Management Association (NGMA) Newton Award, and the Association of Government Accountants (AGA) Frank Greathouse Distinguished Leadership Award all in 2022 as well as the National College and University Research Administrators Association (NCURA) Joseph F. Carrabino Award in 2015. He is widely recognized as an outstanding leader in the grants management field. Gil received a Bachelor of Science degree in accounting from George Mason University, Virginia. He is a Certified Public Accountant and a member of the American Institute of Certified Public Accountants. Additionally, he chaired the Diversity Committee for the U.S. Tennis Association (Mid–Atlantic Section).

Biological Samples and Patient Autonomy in Clinical Trials

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Navigating Clinical Trial Agreements, Biological Sample Use, and Patient Rights

I’ve been negotiating clinical trial agreements for 13 years. When I first entered this field, the language surrounding the use of biological samples in such agreements was standardized. There were two main features of the language:

  1. The language would only address the use of samples collected under the protocol, limiting their use exclusively to the study for which they were gathered. However, it was silent on the use of samples collected from patients during the study but outside of the protocol (e.g., as part of the standard of care or for unrelated research).
  2. Sponsors were restricted to using these samples in a manner that adhered to the terms of the protocol, the patient’s informed consent form, and applicable law.

Human specimens have been collected and stored at institutions in the United States and elsewhere for over 100 years [1]. It started with small university-based repositories developed for specific projects’ research needs. Institutional and government-supported repositories, commercial (for-profit) biorepositories, population-based biobanks, and most recently, virtual biobanks then evolved. Population-wide biobanks have been developed in several countries, including Iceland, the UK, Sweden, Denmark, Latvia, Estonia, Canada, South Korea, Japan, Singapore, and the USA [2].

Pharmaceutical concerns

These developments, while undeniably beneficial for the advancement of research, raised concerns in the pharmaceutical industry. The presence of specimens containing their experimental drug in biobanks raised the possibility that various types of research could be conducted on their product—still in the clinical testing phase—without their involvement or oversight. This began a shift in how biological samples were addressed in clinical trial agreements. The pharmaceutical industry now sought greater control over non-protocol samples collected from patients. It’s important to note that this issue is specific to the drug development space and does not extend to the medical device sector.

This is a valid concern and does pose a legitimate risk to the pharmaceutical industry. However, this risk needs to be balanced against two factors:

Decentralization

Universities and large hospital systems are decentralized operations, giving patients numerous opportunities to interact with them and contribute samples. For example, many organizations have bio-banking protocols that they encourage all patients to participate in, enabling the collection of leftover samples from standard-of-care procedures for use in research.

Patient autonomy

Patients should not lose control over their samples simply because they participate in a clinical trial and allow the testing of an experimental drug on themselves.

Solutions to address decentralization and patient autonomy

Prohibition on non-protocol sample collection

This solution is the least flexible, as it simply restricts a site from collecting samples from patients outside of the protocol. At Attain Partners, we do not recommend using this solution for two primary reasons: (a) it greatly restricts patient autonomy, and (b) it’s very difficult to embargo a patient in this way across a large medical enterprise. If you choose to implement this approach, we advise ensuring that (a) the restriction only applies after the patient has received their first dose of the drug and (b) the restriction ends at the earlier of trial completion or the washout period (the time it takes for the drug to be fully metabolized and eliminated from the patient’s system).

De-identification of samples

Another solution involves de-identifying non-protocol samples taken from patients with drugs in their system. The primary drawback of this methodology is that it significantly reduces the value of samples for future research. Additionally, it requires a process that allows the flagging of a patient’s medical record across the organization to ensure that any samples taken are de-identified when biobanked. Most organizations are not logistically equipped to implement this kind of flagging process.

Granting intellectual property rights to pharma

In this approach, if a site invents intellectual property related to the drug under the study by using non-protocol samples, the pharmaceutical sponsor of the clinical trial would hold rights to that intellectual property. These rights would be the same as those granted to drug-related intellectual property under the clinical trial agreement. However, this solution is problematic because it co-mingles unrelated projects. It may grant intellectual property rights to an investigator’s independent and unrelated research. Further, that investigator’s project may already be subject to conflicting intellectual property rights.

The Attain Partners Approach – Sponsor Permission

At Attain Partners, we believe the trade-offs presented by the options above do not provide the most effective solutions to the issue at hand. The approach we recommend creates a clearer connection to the clinical trial being conducted. Specifically, if the research using non-protocol samples involves any confidential information provided by the clinical trial sponsor or aims to study the drug being tested, the sponsor’s permission should be required. This ensures that non-protocol sample bio-banking doesn’t become a workaround for studying their product without oversight.

This solution also offers practicality for sites. If an investigator intends to use confidential information or analyze the drug being tested, they should already be in communication with the sponsor to support their study, as the sponsor would be the primary stakeholder in such research. The direct connection between the trial and the proposed research should make this a manageable solution for sites.

Biobanking must continue to facilitate future research, enabling progress toward new cures. As an industry, we must find a solution that balances the pharmaceutical sector’s concerns about unauthorized research on their products, institutions’ need to conduct research, and the protection of patient autonomy.

References

  1. Elseman E, Haga SB. Handbook of human tissue sources. Santa Monica: Rand; 1999.
  2. De Souza Y, Greenspan J. AIDS. 2013 Jan 28;27(3):303-312.
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Attain Partners – Helping Your Organization Create Institutional Positions Around the Management of Biological Samples

At Attain Partners, we understand the need to balance freedom of research and patient autonomy with pharmaceutical industry concerns around the use of bio-samples. We can help your organization create policies and processes that are logistically feasible to balance these competing interests. Contact us today.

About the Author

Istvan Fekete is a Principal at Attain Partners, specializing in clinical research, contracting, and artificial intelligence. With over 13 years of progressive research administration experience, he previously served as Assistant Director of Contracts at the University of Chicago, where he developed numerous systems and processes to increase contract processing efficiency and decrease contract turnaround times. Istvan has worked with over 50 organizations, including universities, hospitals, academic medical centers, non-profits, and pharmaceutical companies. He has published articles in NCURA Magazine on topics such as the use of biological samples in clinical research and research administration in a virtual world. Istvan holds a Bachelor of Business Administration in Management, magna cum laude, from Loyola University Chicago.

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