CEO Corner

We have continued to recruit senior leadership and board members during these difficult times, and we are seeing new interviewing and hiring practices evolve. Here are a few of our lessons we’ve learned.

“Culture” has gone from being a buzzword to a commonplace term in the last several years, and if a company isn’t careful, it can become almost meaningless as it's tossed around in documents and HR discussions.

Our industry has an opportunity — an obligation really — to harness and improve upon the efforts made over the last few months to formalize a new operating model utilizing all of the clinical, digital, and pharmacological tools at our disposal to raise the standard of care for people well into the future.

I would argue that if biotech organizations, at the R&D stage in particular, cannot successfully manage their communications practices, they are much more likely to fail regardless of the merits of their innovative technology or ability to secure funding.

Before making my decision, I needed to evaluate whether I was ready to face the unique challenges posed by biotech life. That’s why I thought it prudent to screen potential opportunities using a five-part framework.

While strategic leadership during times of transition and transformation can be especially challenging, consistently prioritizing organizational goals and strategies is paramount to success.

Today, as we strive to be adaptive and productive during the pandemic, leaders can play an important role in “normalizing” the unthinkable and leading with authenticity and truth has never been more important.

Two years ago, I was destined for retirement. Now, I’m the CEO of a company that is developing an ultra-long-lasting dosage form that will allow people to take their medicine once a week or even once a month.

Alessandro Riva, M.D. is a first-time biotech CEO who shares some of the values and leadership strategies he has learned over the years, including how to foster a culture of relentless innovation.

If patients are always at the heart of why we do what we do, then why do they feel that pharmaceutical companies don’t truly understand their needs?