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

Executive search firms live with constant peaks and troughs in demand, creating pressure on research teams, margins, and delivery quality. This article explores how flexible research capability—blending strong in‑house teams with trusted external support—can help firms manage volatile workloads, protect consultant time, and maintain consistent standards without over‑hiring or risking burnout.

Most executive searches in life sciences begin with a familiar brief. Strong scientific background. Commercial acumen. Proven track record. It is a reasonable list. It is also increasingly insufficient. What if the leadership profile you are searching for is based on a role that no longer exists?