Building a life science company takes more than good science. You need the right leadership at every level, from the lab to the boardroom. Peter S. Kaplan, founder of Synergy Search Partners, has spent his career figuring out what separates companies that scale from those that stall. After working in corporate talent acquisition at companies such as Alexion Pharmaceuticals and now as an executive search consultant, he’s seen enough success and failure to know what works.
Building with a Mission-Driven Purpose
Some leaders pick markets based on opportunity. The ones who actually build something lasting? They start with a different question. Kaplan keeps seeing the same pattern across companies that make it. “At the foundation of every game-changing life science company is a leader with a mission-driven purpose,” he explains. Whether you’re working on rare disease therapies or developing better cancer diagnostics, that purpose needs to be defined from day one and the patient is the northstar.
But there’s a practical side to this that people miss. “This patient-centricity and mission-first mindset not only inspires internal teams, it also attracts top talent and committed investors who believe in the promise of the science and the impact on patients and their families,” Kaplan points out. Money follows mission, but only when everyone can see exactly what you’re trying to accomplish.
Bridging Science and Business Strategy
Most people in life sciences speak one language really well. Scientists know their research inside and out. Business folks understand markets and funding. The challenge and opportunity shows up when these two groups try to work well together. “The leaders who thrive in this space can speak both science and business strategy fluently,” Kaplan says. What does that actually look like? They understand R&D pipelines, regulatory milestones, clinical endpoints. “They also know how to raise capital, work with investors, build a commercial strategy, and scale a world-class team,” he adds. Without both skill sets, companies get stuck. “It’s this hybrid mindset that allows a venture to move from the lab bench to the patient bedside with confidence.”
Shaping Cultures That Scale Sustainably
Nobody talks about culture until it’s already broken. Kaplan sees this play out constantly in life science ventures trying to grow. “Scaling a venture requires more than vision. It requires having the right culture,” he notes. Vision might get you funded, but culture is what gets the work done when things get hard. Those who get this right don’t wait for it to emerge. “They actively shape it. They hire people who complement, not replicate themselves,” he explains. Plenty of founders make the mistake of building teams full of people who think exactly as they do. That might feel comfortable, but it doesn’t help when you need different perspectives to solve complex problems. Kaplan states, “Attract people who are committed to the mission of the company and can really help you succeed.”
Maintaining Focus Through Industry Challenges
Life science will test you in ways other industries don’t. Clinical trials fail after years of work. Funding falls through right when you need it most. Regulatory approvals take forever. “Life science is a high-stakes, high-risk industry. Leaders must have the resilience to navigate change, overcome clinical failures, funding gaps, and long development timelines,” Kaplan says. The companies that survive these challenges have leadership that can take hits and keep moving. “The most successful founders and executives are those who can keep focus on the long game, even when short-term challenges appear,” he notes. You can’t fake this kind of staying power, and you definitely can’t scale without it.
Good science matters. But Kaplan has seen enough companies fail with great science to know it’s not sufficient. “Great science doesn’t scale itself. Great leadership does,” he says. For anyone putting money or time into life science ventures, the advice is straightforward. “Invest in leaders who bring a rare combination of mission, humility, adaptability, and resilience.” These traits determine whether a company changes medicine or burns through funding without ever reaching patients. The breakthrough companies of tomorrow need leaders who can handle all of it: the science, the business, the team building, and the inevitable setbacks. That’s what separates companies that scale from those that don’t.
Follow Peter S. Kaplan on LinkedIn for more insights on leadership, talent, and growth in life sciences.
