Tell us more about your background.
Throughout my career, I have focused and been involved in creating, driving and transacting on innovation in medicine. I have led innovation and drug discovery with different technologies including RNA therapeutics, genetic medicines, drug delivery, informatics, biologics and small molecules.
During your tenure as President & CEO at Scandion Oncology and Genevant Sciences, what were some of the most innovative projects you spearheaded, and what impact did they have on the company’s direction?
As President & CEO at Scandion Oncology, I led the strategic transformation and growth of the company, raising 300 million SEK and listing the company on Nasdaq First North in Stockholm. This allowed Scandion to continue the development in Phase 2 and build the team. We focused on strategically positioning an inhibitor of an efflux pump in cancer cells as innovative projects designed to overcome cancer drug resistance – mainly in colorectal cancer and pancreatic cancer. The medical need in cancer for innovative projects is huge and resistance to existing therapies is the leading cause of the almost innumerable 10 million casualties to cancer every year.
At Genevant Sciences, as CEO & President, I was instrumental in establishing the company’s vision and strategy creating a pipeline of innovative RNA medicines. We created Genevant on existing RNA delivery technology. It has the world’s leading platform for delivering RNA and nucleic acids into cells used today in the Covid vaccines and the world’s first RNAi product.
The company was founded in 2018 and had to be built up with teams both in the US, Canada and Switzerland. Genevant was initially financed with $40 million. We entered collaborations early after inception with leading entities such as BioNTech and later followed others including Takeda, and Sarepta, which significantly boosted the technological advancements and helped finance the company. All these projects had a profound impact on our strategic direction, enabling rapid scale and development and forming the basis for a strong licensing of Genevants lipid nanoparticle technology, which is today the basis for the company’s business.
Can you share some key strategic insights or challenges you’ve encountered in your advisory roles at companies like Heqet Therapeutics and Abzu?
I have been fortunate to be able to work with several start-ups or maturing biotech. It is always inspiring to work with other entrepreneurs, and I enjoy the drive and energy. It also gives a vantage point for understanding new therapeutic approaches and technologies which are defining the future of medicine.
Being first movers is not always easy and the road is never defined but it is very inspiring to contribute with my experience. Tackling funding challenges and strategically pivoting in reaction to market feedback are vital lessons for every company. Examples are companies like Lift Biosciences a first mover in neutrophil-based cell therapy for cancer treatment and longevity and Heqet Therapeutics which is a unique RNA medicine approach to cardiac regeneration.
I like also the integration of cutting-edge AI solutions in biotech underscored the revolutionary potential of interdisciplinary approaches. I have over the years worked with a number of venture capital companies and funds e.g. my tenure as Entrepreneur in Residence at Novo Holdings. These allowed me to engage with multiple startups, providing a panoramic view of the biotech industry, strategic investments and nurturing novel ideas, highlighting the potential for significant breakthroughs when high-risk, high-reward projects are supported within a robust innovation ecosystem.
How do you navigate Corporate Cultures and Regulatory Environments?
Biotech and life sciences is a very international discipline. I have worked with projects and companies involving all continents and have traveled most of the world as part of this. I have executed leadership in companies in many countries including the Nordics, UK, France, Benelux, Switzerland, Italy, Canada and the US and I have worked with teams throughout the world including in Asia.
Through this, I’ve developed a strong adaptability to diverse corporate cultures and regulatory environments. I enjoy learning about new cultures, leadership and professional practices. I like working with people and find diversity in cultures enriches teams and I enjoy the common denominators of cultures across. I prioritize building on local deep regulatory expertise and fostering robust stakeholder relationships to ensure compliance and strategic alignment with local market demands.
With your extensive background in RNA Therapeutics, particularly at Roche, how do you see the future of this field evolving, and what excites you most about these developments?
Leading the RNA Therapeutics at Roche pRED provided a comprehensive understanding of the field’s dynamics from solving the challenges with delivery to new applications and modalities of RNA. We explored many corners of RNA therapeutic discovery and delivery of nucleic acid payloads to lay the foundation for a strong platform in Roche R&D and at the same time driving new lead candidates into the pipeline. RNA therapeutics is today established which have taken decades to achieve.
The future of RNA therapeutics is incredibly promising, with advancements in delivery technologies and personalized medicine standing out. The biggest challenge is to expand the reach of RNA and nucleic acids therapeutics into tissues and cells beyond the liver and local administrations. The next decades are likely to bring this evolution. The potential to treat previously untreatable diseases through RNA platforms is particularly exciting.
What drives you?
I entered this whole field with the ambition to contribute to making a difference in medicine and the treatment of diseases. This gives me purpose and a sense of achievement. It is also true to say that the bar is high in achieving success in bringing new medicines to market. I like the business of biotech and making things happen. I am driven by the pursuit of innovation and the tangible benefits it can deliver to patients and their families. My enthusiasm for pushing the boundaries of biotech business and making scientific breakthroughs accessible sustains my engagement and passion for the industry.
You currently hold multiple part-time advisory and director positions. How do you effectively balance these roles, and what strategies do you use to manage your time and priorities?
Balancing multiple advisory and director roles requires some multitasking and also balancing potential conflicts of interest. Confidentiality and some disciplined time management including strategic prioritization are needed. Roles are often assigned as one day a week but need to be managed across the week. I strive for clear communication, and advanced scheduling tools to manage my commitments efficiently, ensuring that each role receives the necessary executive focus and attention.
What are some key lessons you have learnt when it comes to founding and leading a new biotech venture?
Leading a biotech venture has taught me the significance of building a capable, diverse team and maintaining a clear, adaptable vision. Regulatory strategy and a solid intellectual property portfolio are crucial for sustained success. An entrepreneurial spirit combined with robust scientific and business expertise is essential.
What is one interesting fact about yourself that few people know of?
Besides enjoying my large family, I have many interests. An interesting fact about me is that I am an avid cycler. I have five bikes in my basement when I am not out on one of them including mountain bikes, gravel/dirt bikes and several road bikes. I like the pace, training and fitness combined with the range, scenery and social life that biking allows. The discipline, preparation, and perseverance required in biking parallel my professional philosophy and approach to overcoming challenges in the biotech sector.
What advice would you give to aspiring leaders and entrepreneurs in the biotech industry, particularly those looking to transition from scientific roles to executive positions?
For aspiring leaders in biotech, particularly those transitioning from scientific roles to executive positions, my advice is to be yourselves, follow your interests in science but also to seek leadership training and develop business acumen. Cultivate a broad professional network, seek mentorship, and remain adaptable to change. Understanding the commercial and regulatory landscapes is critical for making informed strategic decisions that drive growth and innovation.