Q&A with Advarra’s Director of Training in IRB Services Lori Young

Lori Young has spent her career at the intersection of research, ethics, and education—and her path to Advarra reflects both professional curiosity and deeply personal motivation. In her training-focused role within IRB Services, Lori supports and mentors teams responsible for some of the most critical elements of clinical research, including informed consent. Over the years, she has seen the industry evolve, navigated major organizational changes, and remained grounded in one guiding principle: Patients deserve to understand, and have agency over, their healthcare decisions. 

In this Q&A, Lori shares how her early experiences shaped her passion for research, why Advarra’s mission resonated with her, and what excites her most about the future of collaboration and technology at Advarra.

I kind of stumbled into research. I was actually a music major in college, but I worked part-time at a small research center that focused on cosmetic and personal care product studies. I even participated in some of the trials myself. Over time, I realized how much I enjoyed the work and how important it was. What really stuck with me, though, was the role research plays in empowering people. I’ve always believed patients should be informed and actively involved in decisions about their own care. That belief connects directly to research, especially informed consent. Making sure people truly understand what they’re agreeing to, the risks, and the potential benefits isn’t just a regulatory requirement. It’s an ethical responsibility, and it’s something I care deeply about.

I came to Advarra through an acquisition, back when it was still a much smaller organization. What kept me here was the mission and the people. Advarra really understands that research isn’t just paperwork; it’s about protecting participants and enabling progress. I’ve worked in many different roles here, and that perspective helped me see how thoughtfully Advarra approaches regulatory requirements while still supporting innovation. The focus on collaboration, ethics, and doing things the right way made it clear that this was an organization serious about improving research quality and participant experience. That alignment with my own values is why I’ve stayed and continued to grow here.

One example that really stands out involved an emergency situation where timing was everything. A pediatric patient needed access to a trial on a very tight schedule, and our teams worked together to push the submission through review as quickly as possible. Because of that collaboration, the patient was able to be dosed without delaying care. Those moments show what’s possible when everyone is focused on the same goal. Even beyond urgent cases, I see this every day in how teams collaborate internally—sharing information early, anticipating challenges, and fixing issues upstream so they don’t impact sites or patients later. That mindset ultimately benefits our customers and, most importantly, the people relying on the research.

CIRBI is really the backbone of how we collaborate. Everyone—whether in IRB, client services, or client success—is working in the same system, seeing the same information in real time. That transparency helps us move faster and avoid unnecessary handoffs. I don’t have to wait for updates; I can see them and keep things moving. What excites me about the next generation of the platform is the added capacity and flexibility. It opens the door for growth and new ways of working together. Having technology that truly supports collaboration makes a real difference, and I’m excited to see how the next phase helps us continue to serve our customers and protect research participants even better.

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