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Why Hiring an Executive Coach for the CEO is Good for the Business

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I was recently asked by a couple of early-stage biotech company CEOs how executive coaching for them would benefit the company — not just their own leadership skills or career. Both were navigating investor demands, building teams, and steering their companies through strategic pivots, all while carrying the weight of being the ultimate decision-maker. Their question was clear: beyond personal growth, what tangible business impact could coaching deliver? The short answer: a lot more than most people realize. When most people think about executive coaching, they imagine a personal development tool for an individual leader. But when it comes to coaching the CEO, the impact goes far beyond personal growth — it ripples through the entire organization. The reality is simple: a stronger, more effective CEO means a stronger, more effective company. In fact, many of the world’s most successful organizations — from Fortune 500 giants to high-growth start-ups — view CEO coaching as a strateg...
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7 Key Principles for Driving Change the Right Way

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In the life sciences sector, change isn’t the exception, it’s the norm. From scaling new teams to integrating acquisitions, evolving pipelines, or navigating leadership transitions, companies are constantly in motion. But here’s the catch: most change efforts fail to deliver on their promise, not because the ideas are bad, but because the execution is flawed. Real transformation doesn’t just depend on strategy or structure. It lives or dies in the way change is led. Over the past three decades, we've led transformations as a CEOs, advisors, and coaches. We've helped organizations reinvent themselves and watched others falter despite the best of intentions. Through that experience, we’ve found that successful change always reflects the same core truth: Change is not a one-time initiative. It’s a leadership competency. If you want your next change effort to succeed, not just on paper, but in culture, behavior, and outcomes—these seven principles are your foundation. 1. Cl...
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Culture, Clarity, Capability: The Foundations of Change That Sticks in Life Sciences

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Leading a biotech company has never been more demanding. Between capital market pressure, workforce turnover, and the relentless pace of scientific advancement, the ability to navigate organizational change has become a core leadership competency. And yet, the same scenario plays out time and time again: A promising biotech company stalls—not because the science isn’t sound, but because the organization wasn’t equipped to handle the internal friction, culture misalignment, or leadership gaps that surface when change isn’t managed intentionally. The Truth: Change Fails from the Inside Out PwC research shows that roughly 75% of organizational change efforts fall short of their goals, with cultural misalignment and lack of clarity emerging as two of the most common root causes. Three Foundations That Make Change Stick: Culture Alignment Your organization’s culture can accelerate or derail change. If culture fights the change, the change loses. Leaders must assess, shape, and align cultur...
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Leading Through Change: An imperative for Life Science Organizations

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In the dynamic world of life sciences, change isn’t an event—it’s a constant. Whether driven by scientific breakthroughs, regulatory shifts, funding cycles, leadership transitions, or evolving business models, biotech and pharma companies are always navigating some form of transformation. Yet many organizations in our industry are ill-equipped to lead change effectively. Projects stall, teams disengage, and momentum fades—not because the science lacks promise, but because the organization wasn’t prepared for the transformation required to realize that promise. Over the years—both as a CEO and advisor—I’ve seen firsthand that effective change isn’t accidental. It’s built on repeatable, evidence-based principles. Here’s what we’ve found to be essential when guiding life sciences organizations through successful change: 1. Create a Clear and Compelling Case for Change Before teams can support change, they need to understand why it’s necessary. Whether it’s entering a new market, restructu...
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