CEO Corner

What I Learned As A Teacher That Made Me A Better Leader

Before I started my career in the pharmaceutical industry, I was a chemistry and biology teacher. While my days in the classroom now feel like a lifetime ago, a day rarely passes that I don't draw upon the range of skills I honed back then.

Never Let Success Go To Your Head — Or Failure Get To Your Heart

We all know most biotech ventures end in failure, but this does not make it any easier when you experience one, especially as a CEO.

How Small Patient Advocacy Groups Can Help Advance Drug Development

Working with large disease societies/organizations can streamline industry efforts to engage with specific patient groups, which can be especially beneficial when developing therapies in larger indications.

Bringing Global Business Perspectives To An Entrepreneurial Startup

Entrepreneurs and leaders who can create and implement the needed foundational cultural elements are the ones who find success.

Benefits Of Beantown Biotech And Lessons For Life Science Leaders

I have had the opportunity to experience and contribute to the thriving life sciences industry in Massachusetts, and I can say that it has all of the components needed to ultimately bring new treatments forward for patients.

The Role Of Failure In Innovation

Being an innovator is not for the faint of heart. Failure is a natural part of the innovation process, and you need to be comfortable with it and embrace it.

Key Learnings While Forging A Partnership In Unprecedented Times

My 25+ years in this industry have provided me with unique insights into partnership development strategy and how to leverage this knowledge even amidst a global pandemic.

Hiring C-Suite Leadership During The Pandemic

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.

How The Right Culture Leads To Highly Productive Teams

“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.

Moving From Crisis To Lasting Change

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.