How To Lead a Company That's Disrupting An Industry

By Frank D. Lee

Over the last year, I’ve settled into my role as CEO of Pacira BioSciences, a company that’s been leading the way in non-opioid pain therapies for years before I took the helm. During my tenure here, I’ve finetuned my philosophy on leadership a bit. Coming in, I certainly had views on what great leadership entails, developed over a 30-year career in some of the great biopharma companies of the world. But Pacira is a unique place — in its science, in its mission to change the (outdated) status quo in pain management, and in the ways in which it works to serve patients’ best interests. Leading a “disruptive” company through a new phase of growth has helped me evolve my values and beliefs about leadership even more.  

I believe they are relevant to just about every biopharma and biotech leader out there. Here I’ll share three core tenets I think leaders across the board can benefit from.

Practice Not Only High-Quality Science, But High-Integrity Science 

It should go without saying that practicing the highest level of scientific R&D should be the number one priority for biopharma companies. This means adhering to the highest standards not just technically, but ethically as well. Unfortunately, history has shown us that there’s room for improvement here. A key example from my vantage point is the rise in opioids for pain management that started in the 1990s. The race to develop and produce opioids — along with injudicious prescribing practices — is in large part responsible for our nation’s opioid epidemic. It’s clear there were lapses in judgement that we should hold as cautionary tales moving forward.

To do better, we first need to be diligent about measuring and acknowledging any potential downstream effects of our medicines. The opioid example is a dramatic one, but the same goes for any area of medicine — we need to acknowledge the possible risks, physical and mental, of any therapy, and strive for greater transparency across the board. The other critical piece is to commit to developing medicines that provide patients with more personalized options than the one-size-fits-all approaches of the past. Fortunately, we’re seeing this happen more and more across areas, including how pain, oncology, autoimmune, and mental healthcare are approached. But we must continue to work in this direction and not settle for “good enough” any longer than we need to.

Take Care Of Your People  

The corporate model has changed a lot in recent years — even for pharma, which has historically been slower to embrace change than other industries. Staff are spread out geographically, and many prefer or require a hybrid or remote setup. I believe that flexibility, inclusivity, and honest communication are critical to being a truly future-focused organization capable of attracting the best talent. Especially for organizations aiming to disrupt an industry. 

I’m a big believer in transparency and communication — in both directions. To understand how staff members are feeling, I invite them to share their experiences through regular surveys and other avenues. I also believe that, especially in times of change or in modernizing practices, leaders need to make sure we're very clear and transparent about what's happening. People can be unsettled by change, so communicating — even over-communicating — is an incredibly important practice for leadership to embrace.

I also believe that every employee can help guide the company. The combined contributions, experiences, and perspectives of our people are critical for success.

Redefine What Patient-First Means  

Many organizations are moving toward a more patient-centric approach to drug/device development and to clinical trials. And this shift has been wonderful to witness and contribute to. But I would argue that we can go even further in how we work with patients.

One practice that I’ve enjoyed making more regular since coming to Pacira is sitting down with patients one on one. People who are living with the conditions we’re developing medicines for are the real experts in unmet need. Asking questions, and most importantly, listening to what patients’ pain points are, and where current medicines may fall short, is illuminating. It helps us understand what we need to do next. Speaking with patients — and physicians and staff if you can — also helps us experience the urgency of certain health conditions and reflect on the importance of developing new and better treatments. For leaders across any biopharma or biotech organization, I recommend making monthly or quarterly patient meetings a priority.

The other piece I see as essential to patient-centricity is advocating for policy changes that support greater access to medicines. This has been key to Pacira’s mission. For more than seven years, we worked with a coalition of advocates and policymakers to advance the Non-Opioids Prevent Addiction in the Nation (NOPAIN) Act, which will bring a range of companies’ non-opioid pain management options to millions of people with Medicare beginning in 2025. Joining forces with other organizations and advocates — even competitors — is an important way biopharma organizations can help move the needle in expanding access to much-needed care.  

Moving Ahead  

We’re at an interesting place in the life sciences, where science is advancing at an extraordinary pace, and so are companies themselves. The industry has become smarter, nimbler, more sensitive, and more inclusive. I look forward to seeing how it will continue to grow in 2025 and beyond, and evolving my leadership along with it.

About The Author

Frank D. Lee, MBA, joined Pacira as Chief Executive Officer and member of the Board of Directors in January 2024. An accomplished biopharmaceutical leader, Mr. Lee brings thirty years of global experience across small biotech and large pharmaceutical organizations, including Novartis, Genentech, and most recently as CEO of Forma Therapeutics until it was acquired by Novo Nordisk.