When I reflect on my journey from physician to biotech executive, one lesson stands out above all others. Science alone does not bring discoveries to patients. It is the people behind the science—the teams, collaborators, and colleagues—who transform knowledge into therapies that truly matter. Learning to lead teams effectively has been one of the most rewarding parts of my career. It requires more than technical skill or strategic planning. It requires empathy, curiosity, and the ability to inspire others to bring their best work forward.

The Transition from Scientist to Leader

Early in my career, my focus was purely clinical and scientific. I spent hours in labs, clinics, and reading rooms, mastering technical knowledge and clinical skills. That foundation is essential. You cannot lead effectively without a deep understanding of the work your team is doing. However, moving into leadership requires expanding your perspective. You must think beyond experiments or patient cases to the systems, people, and processes that enable success.

Leadership is not about doing everything yourself. It is about creating the conditions for others to thrive. In science, we are trained to ask questions and challenge assumptions. Those same skills are vital in leadership. Understanding different perspectives, asking thoughtful questions, and fostering collaboration are what turn groups of talented individuals into high-performing teams.

Building Trust and Psychological Safety

One of the most important lessons I have learned is that trust is the foundation of every effective team. People perform their best when they feel safe to express ideas, ask questions, and admit mistakes without fear of judgment. This is often called psychological safety, and it is critical in complex environments like clinical development or biotechnology.

Creating trust starts with listening. I make it a point to understand the perspectives and motivations of my team members. I ask questions about what challenges they face and what support they need. Being transparent about decisions, acknowledging uncertainty, and taking responsibility when things go wrong also strengthens trust. When people know they are valued and heard, they engage more deeply and contribute more creatively.

Inspiring Through Purpose

Teams are motivated by more than compensation or recognition. They are inspired by purpose. In healthcare and biotechnology, that purpose is clear: improving patients’ lives through innovation. One of my roles as a leader is to connect daily work to that larger mission. Sharing stories of how research impacts patients, highlighting successes, and demonstrating the real-world importance of our work reminds teams why they do what they do. Purpose drives commitment, resilience, and creativity.

I have seen that teams who understand the why behind their work are willing to tackle difficult challenges and collaborate across functions. When purpose is combined with clarity of expectations and supportive leadership, the results can be extraordinary.

Encouraging Collaboration and Diversity of Thought

Effective teams are rarely homogeneous. They bring together people with different skills, experiences, and perspectives. Encouraging diversity of thought is critical in science and leadership. It helps teams identify blind spots, solve problems creatively, and adapt to new challenges.

In practice, this means fostering an environment where people feel comfortable sharing ideas, even if they challenge conventional thinking. It also means intentionally creating cross-functional teams where different expertise comes together. I have led clinical development programs where collaboration between operations, medical, regulatory, and commercial teams produced innovative solutions that no single discipline could have achieved alone. Leadership is about creating these connections and helping people leverage their strengths collaboratively.

Mentoring and Developing Talent

Leadership is also about developing the next generation. Mentoring and coaching are essential responsibilities for any team leader. Early-career professionals bring energy and fresh perspectives, but they also need guidance, feedback, and opportunities to grow. I strive to provide mentorship that balances challenge with support. This helps team members develop confidence, skills, and autonomy while reinforcing a culture of curiosity and continuous learning.

Investing in people pays dividends not only in individual growth but also in team performance. When team members feel supported and empowered, they take ownership of their work, contribute ideas proactively, and are more likely to stay engaged over the long term.

Leading in Uncertainty

Science and clinical development are inherently uncertain. Trials may not go as planned, regulatory feedback can require adjustments, and unexpected challenges arise regularly. Leadership in these environments requires composure, clear communication, and the ability to guide teams through ambiguity.

I have found that teams respond best when leaders are honest about uncertainty, provide context for decisions, and involve team members in problem-solving. This collaborative approach builds resilience and maintains focus on the shared goals. Leadership is not about having all the answers; it is about navigating uncertainty with confidence, empathy, and clarity.

The Reward of Effective Teams

The most rewarding part of building high-performing teams is seeing what they can achieve together. Whether it is designing a complex clinical program, delivering a pivotal study, or developing a strategy that advances patient care, these accomplishments are the product of collective effort. Great leaders recognize that their success is inseparable from the success of their teams.

Leadership in science is a balance of expertise, empathy, and vision. It is about creating an environment where talented people feel supported, inspired, and empowered. When you combine trust, purpose, collaboration, and mentorship, teams not only deliver results—they thrive.

For me, the journey from science to leadership has been transformative. It has taught me that leadership is less about authority and more about service to the team and the mission. The skills that drive innovation in science—curiosity, rigor, critical thinking—are the same skills that drive effective leadership. By nurturing people, fostering collaboration, and inspiring purpose, we can build teams that not only deliver results but also grow and innovate together.

At the end of the day, the work we do is bigger than any one individual. It is the teams we build, the cultures we foster, and the people we empower that make lasting impact. Leadership is the bridge between science and results, and when done well, it transforms not only our work but the lives of the patients we serve.