Ask any Specialty Pharma leader what they want in their next executive hire and you’ll hear familiar themes: “fresh thinking,” “diverse perspectives,” “ability to challenge the status quo.” Then the search progresses, and a strong candidate gets rejected with a vague line: “They’re great, but I’m not sure they’re a culture fit.” In many organizations, that is where diverse, high‑potential leaders—especially those who don’t look, talk, or network like the current C‑suite—qui

A Practical lens for Board Members - Will this PI Founder still be CEO by Series B? Most European life sciences funds back companies where the founding CEO is a first‑time scientific leader: a PI out of a top lab, an ex‑pharma director, sometimes a computational founder with limited management experience. Very few investment memos say, “And we expect to replace them before Series B.” Yet that’s exactly what happens in a lot of cases—not always for the wrong reasons, but often

Your first five hires will decide whether your “platform biotech” ever becomes more than a pitch deck. In the first 18 months you’re not building an org chart, you’re building an engine: one person who truly owns the platform, one who runs everything that isn’t science, one who turns data into a scalable system, an early regulatory voice to stop you tripping over yourself later, and a business partner who keeps capital and deals flowing.

What the AI Research tells us vs what people are saying! If you read recent scientific reviews on artificial intelligence (AI) in the pharmaceutical industry, you get a clear message: AI is transforming drug discovery, clinical development, manufacturing, and safety.¹⁻⁵ If you talk to bench scientists, clinical teams, or data scientists over coffee, you often hear a more complicated story: pockets of impressive success, a lot of incremental improvements, and quite a few stall