{"id":13274,"date":"2026-04-09T06:02:00","date_gmt":"2026-04-09T10:02:00","guid":{"rendered":"https:\/\/blogs.sw.siemens.com\/thought-leadership\/?p=13274"},"modified":"2026-05-15T18:09:38","modified_gmt":"2026-05-15T22:09:38","slug":"how-digitalization-accelerates-pharmaceutical-development-podcast-transcript","status":"publish","type":"post","link":"https:\/\/blogs.sw.siemens.com\/thought-leadership\/how-digitalization-accelerates-pharmaceutical-development-podcast-transcript\/","title":{"rendered":"How Digitalization Accelerates Pharmaceutical Development &#8211; Podcast Transcript"},"content":{"rendered":"\n<p>In this episode of the Future Ready Podcast from Siemens, host Conor Peick talks with Maria Grahm, Global VP of Life Sciences, and Andy Whytock, Head of Market Strategy and Thought Leadership of Life Sciences, both from Siemens! Maria and Andy explore the realities and shortcomings of current development methods, discuss how digitalization can deliver value and examine emerging production and distribution models.<\/p>\n\n\n\n<p>Listen to the podcast through the player or read a transcript of the discussion below!<\/p>\n\n\n\n<iframe data-testid=\"embed-iframe\" style=\"border-radius:12px\" src=\"https:\/\/open.spotify.com\/embed\/episode\/3uaLewFxr9r1b4gpwnWcrj?utm_source=generator\" width=\"100%\" height=\"152\" frameBorder=\"0\" allowfullscreen=\"\" allow=\"autoplay; clipboard-write; encrypted-media; fullscreen; picture-in-picture\" loading=\"lazy\"><\/iframe>\n\n\n\n<hr class=\"wp-block-separator has-alpha-channel-opacity\"\/>\n\n\n\n<p><strong>00:00:11 Conor Peick:<\/strong> Hi there, and welcome to the Future Ready Podcast from Siemens. My name is Conor Peick, and I am a marketing writer at Siemens, as well as one of a few hosts that you will find on the Future Ready Podcast feed. You can join me for conversations focusing on digital twin technology and adoption, as well as deep dive conversations with experts from various key industry verticals. Today, we&#8217;re going to be exploring digitalization in the pharmaceutical and life sciences industry with two great guests.<\/p>\n\n\n\n<p>First, we have Maria Grahm, who&#8217;s the Global Vice President of Life Sciences at Siemens. In this role, Maria is responsible for managing how Siemens applies its full portfolio, including smart infrastructure, digital industries, and software, to lead digital transformation from molecule to market. Maria has a background in electrical and automation engineering and, before joining Siemens, worked with system integrators on various pharmaceutical projects.<\/p>\n\n\n\n<p>We&#8217;re also going to be joined by Andy Whytock, Head of Market Strategy and Thought Leadership for Life Sciences at Siemens. Andy is responsible for driving digital transformation initiatives and thought leadership activities in the pharmaceutical and life sciences sector. Andy brings about 20 years of experience in the industry and specializes in helping life sciences manufacturers embrace digital transformation, adopt cutting-edge technologies, and evolve into fully connected, data-driven, and sustainable enterprises.<\/p>\n\n\n\n<p>Maria, Andy, and I are going to get into how new therapies are developed today, why drug development needs to accelerate in the future, how companies are approaching the creation of precision therapies, and much more. So thanks so much for joining us, and we hope that you enjoy the discussion.<\/p>\n\n\n\n<p><strong>00:01:40 Conor Peick:<\/strong> Maria, I&#8217;ll start with you. Speaking about those challenges, it seems that much like a lot of companies, pharmaceutical companies are feeling a lot of pressure to accelerate their drug discovery, their development of new products, in delivering these new treatments to market. So I&#8217;m wondering what&#8217;s driving this pressure and where you maybe see organizations struggling to balance speed, risk, and at least in pharmaceutical, scientific rigor and their experiments and stuff.<\/p>\n\n\n\n<p><strong>00:02:10 Maria Grahm:<\/strong> Now we definitely hear this from our customers that we talk about win the race against time. And time is really a factor, especially in the industry of life sciences. As you may know, it can take up to 10 years to take those first promising candidates in the discovery phase all the way through to commercial use out in the market. So it&#8217;s a quite lengthy exercise for our customers in this industry to bring their products into the market. And also it&#8217;s quite a lot of pressure, as you said, to accelerate this and where is it coming from? Well, there are several big drivers behind this. One is the demographics. We are getting older and we need more advanced therapies as we get older, new types of cancer treatments, et cetera, that is being required. But we also see that in the developing countries, also higher demand for faster drug development and more efficient production. So that&#8217;s one part. We also see another business driver is the biopharmaceuticals. And this is a new type of also development of drug. I mean, it&#8217;s more complicated drug to develop and also require different types of manufacturing technology. So this is also a driver. And then, of course, we have the geopolitical situation, which of course, is a risk for our customers. And they&#8217;re really searching for how can we build these resilient supply chains on a global level. So there&#8217;s several different drivers that our customers face.<\/p>\n\n\n\n<p><strong>00:04:14 Conor Peick:<\/strong> So as we talk about those challenges and the drivers that are changing maybe the way that pharmaceutical customers are approaching their development, I was hoping maybe you could just walk us through what it really takes. You mentioned that 10-year timeline, which is crazy for me to think about. But yeah, maybe you could just walk us through what it takes to bring a new medicine to market across the discovery, the development, the manufacturing, regulatory approval, of course, and where do the biggest friction points typically emerge in that process? And then, of course, looking ahead, how do accelerating timelines in the industry change this process?<\/p>\n\n\n\n<p><strong>00:04:53 Maria Grahm:<\/strong> Now we&#8217;re in the media of a podcast, but otherwise I would have shared my favorite picture, which is like a big funnel that is tilted to the left, which is showing this timeline of 10 years where you have all these thousands of early candidates in the early discovery phase. So this is the very first step, the early research to find that molecule that in the end will end up being that successful one. So this first part is very timely and we&#8217;re coming from a background where this has been a very manual task for the scientists in the labs, where we now with new technology can see new ways on how to speed up this, to identify those promising molecules in the first step. Then of course, when you come into, so we talk about, and that is actually the research part, and then the development on really taking that first molecule and develop it further, that is another time step. Something that is challenging in this early phase is also the tech transfer of how you, the scientific data that you acquire in that early research, how do you then move that across into development? And you may be surprised to hear that this is often still a very manual task or on PDFs or Excel sheets, also how you transfer this data from one part to the other. Coming then into, so of course then for it to, so we make sure that a drug is safe to use, then you need to do several stages and phases of clinical trials, which also you start with a smaller group and then you go larger and larger. And this is a timely experience where you also didn&#8217;t, of course, needs humans to be part of this part. Coming through this part, then, of course, then you have the regulatory part that you mentioned before that this is where, for instance, the FDA need to approve that this is now safe to be used in the market. Another 2, three years that can add to the time scale. And then, of course, and I would say also, once this then have been approved by the FDA, we have, then the patent starts to run. So you have a limited time of how long you have the exclusivity on this particular drug, your patent on this drug. So there, the pharma companies are, of course, they need to scale up the production as fast as possible to be able to get the return on the investment, because this is also a hugely costly exercise that they are facing.<\/p>\n\n\n\n<p><strong>00:07:51 Conor Peick:<\/strong> So what stood out to me in that is that maybe more than in other industries, you have an immense amount of collaboration between very different organizations too, between the manufacturer and then you also have regulatory agencies. Does the production side, is that then another entity that comes into that collaboration or do most pharmaceutical companies own their own production facilities?<\/p>\n\n\n\n<p><strong>00:08:17 Maria Grahm:<\/strong> I think that could be that could be depending on the drug. I mean, you can also, Andy, help me here. I can&#8217;t find the word right now.<\/p>\n\n\n\n<p><strong>00:08:31 Andy Whytock:<\/strong> Yeah, it depends on the therapy, right? So it&#8217;s certainly the drug process depends on the therapy. I think that it&#8217;s often not known how complex the supply chain is of building the active ingredients, as they&#8217;re called, sort of the heart of the drug. It may be the world leader, and that is India, for example. And then that active ingredient is shipped to one country, and then it&#8217;s formulated and shipped to another country and packaged. And it&#8217;s a very complex and interlinked global network within a pharma manufacturer themselves. But different pharma, depending on the drug, depends on what they&#8217;re doing, but we see high levels of outsourcing. And there&#8217;s a big sector called contract manufacturing, which we see big contract manufacturers, especially in biologics now, who have that capacity and capability to be able to scale up on behalf of customers so they don&#8217;t have to make those investments in drug manufacturing, which could become quite complex. That, however, implies that challenge of transfer of data, transfer of knowledge from a R&amp;D site or an R&amp;D department to another site within the company or to an external source such as a contract manufacturer.<\/p>\n\n\n\n<p><strong>00:09:42 Conor Peick:<\/strong> Right, And obviously there&#8217;s only so much one can do to speed up an organization like the FDA. But maybe it&#8217;s in those transfers of data, it&#8217;s in some of those collaborations with these other organizations that we can start to look for ways to speed up the process. Is that an accurate view of some of the problems?<\/p>\n\n\n\n<p><strong>00:10:02 Andy Whytock:<\/strong> Absolutely. I think it&#8217;s not the FDA that are necessarily the ones that are slow, right? It&#8217;s the regulatory, and this is not just the FDA, and it&#8217;s the whole world, the whole regulatory part. And we need that. We want our medicines to be safe. We want to know, because at the end of the day, inside a medicine, it&#8217;s actually poison, because it&#8217;s going to kill something. Hopefully it&#8217;s just killing a virus or a bad bacteria. But that&#8217;s why we have strong controls over how much medicine you can take and when you should take it and so on and so forth. And this has to be very, very carefully tested and checked about what those effects will be on the human body or on different humans. And this is why it takes time. It has to be well documented and well regulated. And then we have to be absolutely sure that the medicine is produced in the right way. Yeah. I mean, imagine when you, know, when you make a coffee or something and you put a little bit too much sugar in it, doesn&#8217;t really matter. But if you put a little bit too much of an active ingredient is something, it will. And it could even be fatal. That&#8217;s why this is so highly controlled, both in terms of does the drug actually have an effect in the research part? And then are you following the protocols that you have defined for manufacturing that? And that&#8217;s where we come into this whole idea of the regulatory aspects, which is a big challenge for our pharma companies, especially in terms of cost.<\/p>\n\n\n\n<p><strong>00:11:22 Conor Peick:<\/strong> Absolutely. Yeah, that&#8217;s great. I mean, because one of the things we&#8217;ve got on to this discussion of the regulatory environment and some of the validation that these pharmaceutical companies have to do in their development process. And so one of the other trends I think that you&#8217;re starting to see is maybe a change in patient expectations. And specifically regarding maybe greater personalization of treatments and even more precision therapies. So, you know, Andy, what does this mean for how treatments are designed, how they&#8217;re validated, how they&#8217;re produced? We just talked about, if you put a little too much in, it could be potentially disastrous. So how are companies looking to go about doing this kind of, this more direct personalization?<\/p>\n\n\n\n<p><strong>00:12:09 Andy Whytock:<\/strong> Yeah, of course, personalized or precision medicine as it&#8217;s called sometimes as well is a key focus for customers because these are the promise of new therapies. I don&#8217;t know for all of our listeners, but certainly I think many people have had that experience or at least seen in the news of a child or of somebody, I mean, who has had, is putting their hopes on an experimental drug, for example, for a specific type of cancer. And it&#8217;s one of these things in the past, these were so expensive to manufacture, to research, that they weren&#8217;t available for people. Yeah? But what digital topics can do, digital tools can do, is bring down that cost by making the research part a lot faster, by making scaling up of medicines even more cost effective. What we see is that treatments are designed for smaller, more specific patient groups. So it doesn&#8217;t mean making one single medicine for everybody. And there&#8217;s a great example of&#8230; for diabetes. about 20 years ago, there were three to four different types of insulin. Now there&#8217;s 15 to 20, I think. I&#8217;m not an expert on that. Somebody maybe can tell me the exact numbers. But the point is that even for something as widespread as diabetes, there are now multiple types of therapy because we&#8217;re targeting specific things and we can reduce the side effects, for example. So personalized doesn&#8217;t just mean a single treatment for an individual for that for an individual or an experimental thing. It can also mean about having different types of drugs, this one-size-fits-all type topic. In order to do that, you need to test in smaller groups, more focused groups. When you&#8217;re testing the efficiency of a medicine on a small population, you only have a small population to test it on.<\/p>\n\n\n\n<p><strong>00:13:57 Andy Whytock:<\/strong> And in the case of some individual therapists, there&#8217;s actually a real, if you don&#8217;t test it quickly enough or get it there, then that patient will unfortunately no longer be there. So we need to do these things faster. And simulation tools really speed up that part of drug development, of the number of experiments, of finding the best experiment. It&#8217;s actually relatively simple when you think about it, that rather than having to go through hundreds and hundreds or thousands of physical experiments, let&#8217;s use digital tools to do what we call in silico experiments. So like doing experiments on the computer, but also doing the analysis of those experiments. Well, which was the best experiment? Where was I getting the best results? And proposing to scientists so they could be much faster at getting to the ideal candidate. This means that finding the right medicine can be faster and approval can also be much faster because you&#8217;ve got a lot more data and information about all of those things and pull that together. It&#8217;s complex. This is why it takes a long time. Yeah. I mean, we talked about 10 years earlier. And it&#8217;s not just about saying, I want to get that down from 10 years down to five years. I mean, that would be great. And it&#8217;s the real, the intrinsic cost that it takes of the more medicines becoming more complex, it&#8217;s taking longer. So there&#8217;s a statistic of around $6 billion it costs to bring a single treatment to market. Of course, we&#8217;re talking about a mass market type of medicine there. But because of the amount of R&amp;D effort and energy and cost. And a lot of that is people, a lot of that is time and experiments, which can be brought down. We&#8217;re not saying that it&#8217;s going to come to 0, but there is significant opportunity for improvement in those processes just by using data and information and people effectively.<\/p>\n\n\n\n<p><strong>00:15:44 Conor Peick:<\/strong> And then, so the other aspect that you touched on earlier that is part of this whole complex process, obviously, is the supply chain. You already mentioned how how maybe people don&#8217;t realize how complex the supply chains are in the pharmaceutical industry. So as we&#8217;re talking about this acceleration, this push for companies to speed up, I&#8217;m wondering, Andy, are global supply chains in the industry, and we&#8217;ve spoken about the regulatory environment, I mean, are these things equipped to facilitate that shift towards faster timelines and also to support precision therapies? both being delivered in a traditional hospital setting and then also in this another emerging setting of the hospital being increasingly at home.<\/p>\n\n\n\n<p><strong>00:16:31 Andy Whytock:<\/strong> Yeah, I think they are and they aren&#8217;t, right? I think you&#8217;ve got different aspects to that question. Again, it depends a little bit on the therapy. First of all, thinking about the highly optimized supply chain that we have in terms of delivering medicines, and I&#8217;m talking about mass medicines here, to the pharmacist. You may see how, through distribution centres and being able to get the drugs to the patients through a relatively, a large number of steps, to the patient in their hands. And we see, I mean, there are also technologies, for example, delivering that much faster. But that this, globality, the global nature of the industry it brings an inherited complexity. And we&#8217;ve seen through COVID, through supply chain challenges, and of course, the huge geopolitical ramifications that are going on in the world as we speak today about sending products across one border to the other. Yeah. So this can this is having a major effect on how companies need to be flexible in the way that they design their supply chain. And again, talking about mass medicine, we can talk about that in more detail as well if you want. But I think maybe the point that you wanted also to think about is this individualized medicine, what they sometimes call bedside manufacturing.<\/p>\n\n\n\n<p><strong>00:17:50 Andy Whytock:<\/strong> So thinking about a porta-cabin in a, in the car park of a hospital or a, we&#8217;ve been working with BioNTech on a concept called Biontainer, which is a container which allows them to be able to produce vaccines, could be for COVID, but for vaccines in a, basically in a pod, which they can just ship that around anywhere in the world. So that when we need medicines to certain countries and especially to developing countries, that the manufacturing can take place locally rather than having to be all dependent on a single source. So this then brings implications, of course, of regulation. I was talking earlier about how you&#8217;ve got to guarantee that you&#8217;ve got a control of your manufacturing process and exactly what&#8217;s happening there. And what we&#8217;ve seen the FDA coming up with recently is this idea of central responsibility from a central source, if you like, for all of those pods. So rather than having to go and evaluate and check each and every single manufacturing site, which was the traditional case, auditors would go to each and every site. What we see now is that they&#8217;re auditing the process by which these are being built and the processes by which, so it&#8217;s called quality by design, basically. So how do we design this and how do we make sure that the quality is inherent of the design? Now, that&#8217;s great, but Again, it costs a lot. And there&#8217;s a lot of information in these things that cost a lot in terms of time and in terms of people and effort. There&#8217;s a lot of cost in this. And this is where a lot of different tools can help in terms of understanding process and bringing that data together.<\/p>\n\n\n\n<p><strong>00:19:25 Conor Peick:<\/strong> As you talk about the quality by design, then there&#8217;s the other aspect we talked earlier about where the inputs, the raw materials, you could say, where those come from. In this model of more distributed manufacturing, bringing the production side around the world, essentially, does that introduce new challenges with finding the raw inputs that you need to produce the vaccines? Or do you think these will just come through the owner, I guess you could say, of the pod?<\/p>\n\n\n\n<p><strong>00:19:54 Andy Whytock:<\/strong> Yeah, no, I think you&#8217;ve got to understand that these are, they&#8217;re mainly produced synthetically, yeah? So I have a crazy anecdote, but I&#8217;ll tell you anyway, you know, I met a guy from a pharma company who was going out into the wilds of Africa and Asia, meeting these traditional therapy, traditional medicines, therapists who were finding local plants to be able to treat something. So they would take that and they would either build a nature-based, a plant-based solution for which could be developed into a drug. This is obviously very early stage. Or they produce that synthetically using chemical and biological reactions. So this is this biological active ingredient. You may be surprised to know, but that blood, human blood is a very key active ingredient for producing medicines because there&#8217;s a lot of nutrients in human blood. So a lot of blood that is taken from humans is then used to produce medicines. But everybody&#8217;s blood is different, right? How do you make sure that you have a uniform approach to the extraction and what&#8217;s called the fractionation, not the extraction of the blood, meaning taking out of the vein, but the actual treatment of that to have a consistent safe raw material. One of the other things that&#8217;s I think that was so interesting is this is the idea of where these come from. One of the key technology advances in the last 20 years has been the ovaries of Chinese hamsters has been seen as a real way in which a biological substance, if you like, which can cure diseases.<\/p>\n\n\n\n<p><strong>00:21:30 Andy Whytock: <\/strong>So don&#8217;t get me wrong, they&#8217;re not creating lots of Chinese hamsters everywhere, but they&#8217;re recreating that process to biologically use the cells to make the cells grow and then producing that and then from there building the medicines out. So Of course, it depends on the different types of drugs. It depends on those different types of medicines. But what I&#8217;m talking about here is the complexity of recreating a synthetic drug based on a plant to recreating cell growth and cell culture in a consistent way. These are very different challenges. Once I saw in a conference a really nice analogy around that is it&#8217;s like the difference between building a bike and building an aeroplane. Yeah. You know, and so, and the promise of the future are the aeroplanes of the pharma world, right? The biopharma world. Yeah. So this is where the complexity comes. This is why the cost comes. This is why it takes the time to do that. Yeah, because we&#8217;re always looking for new medicines, new cures. Yeah. Another interesting story was that we were with a pharma company, AstraZeneca, recently, and one of the leaders of manufacturing there sort of said he believes that perhaps not AstraZeneca, but in our lifetime, we will see a cure for cancer because of the advances that are being made. Now, whether we can produce that at a commercial scale so that everybody who has cancer has the availability of that is another question. And then where&#8217;s the responsibility in that in terms of being able to do that? But the market and the market is demanding that, of course, but we are really, really, really focused on being able to support our customers to deliver the data that they need to be able to get there.<\/p>\n\n\n\n<p><strong>00:23:20 Conor Peick:<\/strong> Thanks again for joining us on the Future Ready Podcast. We will have more from this discussion with Maria and Andy on the feed soon. If you enjoyed the discussion, I encourage you to subscribe to the feed, as we will have many more conversations with experts from various backgrounds, diving into the most important trends and technologies in industry today. So thanks once again for listening, and we hope that you&#8217;ll join us again soon.<\/p>\n\n\n\n<hr class=\"wp-block-separator has-alpha-channel-opacity\"\/>\n\n\n\n<p><strong>Siemens Digital Industries Software<\/strong>\u00a0helps organizations of all sizes digitally transform using software, hardware and services from the <a href=\"https:\/\/xcelerator.siemens.com\/global\/en.html\" target=\"_blank\" rel=\"noopener\">Siemens Xcelerator<\/a> business platform. Siemens\u2019 software and the comprehensive digital twin enable companies to optimize their design, engineering and manufacturing processes to turn today\u2019s ideas into the sustainable products of the future. From chips to entire systems, from product to process, across all industries.\u00a0<a href=\"http:\/\/www.siemens.com\/software\" target=\"_blank\" rel=\"noreferrer noopener\">Siemens Digital Industries Software<\/a>\u00a0\u2013 Accelerating transformation.<\/p>\n\n\n\n<p><\/p>\n","protected":false},"excerpt":{"rendered":"<p>In this episode of the Future Ready Podcast from Siemens, host Conor Peick talks with Maria Grahm, Global VP of&#8230;<\/p>\n","protected":false},"author":69073,"featured_media":13279,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"spanish_translation":"","french_translation":"","german_translation":"","italian_translation":"","polish_translation":"","japanese_translation":"","chinese_translation":"","footnotes":""},"categories":[1,13763],"tags":[12,194,11,2,13818,13740,866,8374,4],"industry":[155,159],"product":[],"coauthors":[8377],"class_list":["post-13274","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-news","category-podcast-transcript","tag-artificial-intelligence","tag-digital-transformation","tag-digital-twin","tag-digitalization","tag-life-science","tag-pharmaceuticals","tag-podcast","tag-siemens-xcelerator","tag-simulation","industry-medical-devices-pharmaceuticals","industry-pharmaceuticals"],"featured_image_url":"https:\/\/blogs.sw.siemens.com\/wp-content\/uploads\/sites\/19\/2026\/05\/Pharma-White-Paper-Image-3_medium.jpeg","_links":{"self":[{"href":"https:\/\/blogs.sw.siemens.com\/thought-leadership\/wp-json\/wp\/v2\/posts\/13274","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/blogs.sw.siemens.com\/thought-leadership\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/blogs.sw.siemens.com\/thought-leadership\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/blogs.sw.siemens.com\/thought-leadership\/wp-json\/wp\/v2\/users\/69073"}],"replies":[{"embeddable":true,"href":"https:\/\/blogs.sw.siemens.com\/thought-leadership\/wp-json\/wp\/v2\/comments?post=13274"}],"version-history":[{"count":4,"href":"https:\/\/blogs.sw.siemens.com\/thought-leadership\/wp-json\/wp\/v2\/posts\/13274\/revisions"}],"predecessor-version":[{"id":13280,"href":"https:\/\/blogs.sw.siemens.com\/thought-leadership\/wp-json\/wp\/v2\/posts\/13274\/revisions\/13280"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/blogs.sw.siemens.com\/thought-leadership\/wp-json\/wp\/v2\/media\/13279"}],"wp:attachment":[{"href":"https:\/\/blogs.sw.siemens.com\/thought-leadership\/wp-json\/wp\/v2\/media?parent=13274"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/blogs.sw.siemens.com\/thought-leadership\/wp-json\/wp\/v2\/categories?post=13274"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/blogs.sw.siemens.com\/thought-leadership\/wp-json\/wp\/v2\/tags?post=13274"},{"taxonomy":"industry","embeddable":true,"href":"https:\/\/blogs.sw.siemens.com\/thought-leadership\/wp-json\/wp\/v2\/industry?post=13274"},{"taxonomy":"product","embeddable":true,"href":"https:\/\/blogs.sw.siemens.com\/thought-leadership\/wp-json\/wp\/v2\/product?post=13274"},{"taxonomy":"author","embeddable":true,"href":"https:\/\/blogs.sw.siemens.com\/thought-leadership\/wp-json\/wp\/v2\/coauthors?post=13274"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}