Biotechnology sits at a fascinating crossroads. As scientific advances uncover the shared mechanisms of oncology and immunology, the traditional boundaries in how we perceive and treat these diseases continue to dissolve—where we find ourselves with unprecedented opportunities to reimagine how we treat complex diseases. This convergence is more than a scientific curiosity — it is a game-changer for biotech.
As a CEO, I view this convergence as a call to action, demanding agility, foresight, and boldness. It is about recognizing when emerging science aligns with unmet patient needs and seizing that moment to deliver therapies that make a meaningful impact in patient lives. This is no small task, but it’s what inspires me — and I know I am not alone.
The CEO as the voice of the external landscape
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Leadership in biotech requires more than just internal alignment; it demands an external lens. CEOs must bridge the external scientific landscape, competitive environment, and patient needs to guide their organizations effectively. This is not about doing it all but about translating external trends into actionable strategies that keep companies both innovative and grounded.
Direct engagement with external stakeholders — researchers, investors, and advocacy groups — is one of the most valuable tools at a leader’s disposal. These dialogues provide the clarity needed to navigate new directions and ensure the organization doesn’t fall into the trap of becoming internally focused. The exploration of CD19 as a therapeutic target in oncology laid important groundwork for its potential in autoimmune diseases, reflecting a growing trend of leveraging validated targets across disciplines. When the concept of CD19-targeted T cell engagers (TCEs) for autoimmune diseases was first presented, it received tremendous reception from external stakeholders, including investigators and investors. This feedback reinforced confidence in a truly novel approach with the potential to transform diseases in immunology. The ability to rapidly act on feedback, aligning teams around a broader vision, is a hallmark of effective leadership.
Balancing mission focus with opportunity and impact
In the biotech space, nearly 3 million scientific publications emerge each year, offering a flood of potential opportunities. But opportunity alone is not enough. Leaders must ensure every decision stays true to the company’s mission, while remaining open to the unexpected.
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For me, this means balancing focus with agility. It requires pressure-testing every new possibility against the question: “Does this serve our purpose?” One example from the broader industry is the discovery that therapeutic targets originally validated in one area, such as oncology, can have significant potential in other fields such as autoimmune diseases. These insights have highlighted opportunities to reimagine how existing science can be applied to areas with significant unmet needs. Successfully pivoting from one therapeutic area to another requires disciplined vision, rigorous evaluation, and a commitment to prioritizing patient impact — an approach that has the potential to open entirely new paths for innovation and clinical care.
Peripheral vision is nothing without decisive action
The pace of scientific discovery demands decisiveness, even in uncertainty. Leaders must cultivate a culture where teams feel empowered to act boldly, balancing calculated risks with long-term vision.
Smaller biotechs often face unique challenges here — limited resources, smaller teams — but also have a key advantage: agility. Without the weight of excessive bureaucracy, they can pivot quickly, making bold choices that larger organizations may hesitate to consider. For science to truly progress, we must embrace the confidence to do things that haven’t been done before, even when the outcome is not guaranteed.
This courage is not recklessness, but rather the ability to make informed decisions with the best available knowledge, knowing that waiting for 100% certainty risks losing competitive advantage. By the time all the information is in, opportunities to lead in the marketplace — and to deliver meaningful advancements for patients — may have passed.
During times of economic or political uncertainty, this decisiveness becomes even more critical. The CEO’s role is to ensure teams focus on what is within their control while preparing for external challenges. Maintaining alignment on immediate priorities and a clear, long-term vision helps prevent short-term unpredictability from derailing important progress.
As organizations scale, leaders must also guard against the creep of bureaucracy, which can stifle creativity and innovation. The right amount of process is necessary to maintain rigor, but too much can hinder the bold, decisive actions required to stay competitive. Balancing process with agility can accelerate meaningful progress.
Looking ahead: A CEO’s role in shaping the future of biotech
The convergence of oncology and immunology is not just a fleeting trend; it represents a fundamental shift in how we approach treating diseases. For biotech CEOs, the responsibility is clear: create an environment where this convergence can thrive, align organizational focus with emerging opportunities, and act decisively to bring impactful therapies to patients.
By fostering a culture that values agility, external focus, collaboration, and patient-centered innovation, biotech can help redefine what is possible. This is not just about the science — it is about the leadership that enables it to reach the people who need it most.
As I reflect on this exciting moment in our field, I am inspired by what lies ahead. With the right leadership and a commitment to bold, thoughtful action, the biotech industry is poised to deliver breakthroughs that will transform lives.
The future of biotech lies in our ability to adapt, innovate, and remain focused on the mission to serve patients. Let us seize this moment and rise to the challenge.
Photo: mikdam, Getty Images
Nadim Ahmed has over 25 years of leadership experience in oncology development and commercialization. In his current role as CEO of Cullinan Therapeutics, Nadim oversees an expert team focused on creating new standards of care for patients with cancer and autoimmune diseases through a modality-agnostic, targeted approach. He champions making critical evaluations early in the development process — ensuring only highly differentiated, first- or best-in-class molecules progress.
Nadim has worked with various treatment modalities, including small molecules, biologics and cell therapy. He holds a Master of Science degree from Loughborough University, UK and a Bachelor of Science degree from University College London, UK.
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