Tell us about yourself and NRG Therapeutics.
I trained as a chemist in the UK, studying at the University of Liverpool before moving to the US for my postdoctoral work at The Scripps Research Institute in San Diego. After that, I returned to the UK and joined GlaxoSmithKline, where I spent 18 years in their drug discovery organisation.
My background is in medicinal chemistry, leading small-molecule programs from early discovery through to the clinic. The latter part of my time at GSK was spent in Singapore, where I helped establish a new R&D centre focused on neurodegeneration and served as site head for a period of time.
About ten years ago, I returned to the UK and moved into biotech, initially joining an antibacterial start-up called Auspherix as CSO and later CEO. Then, seven years ago, together with my co-founders Richard Rutter and Grant Hawthorne, I founded NRG Therapeutics.
NRG is a neuroscience company focused on mitochondrial biology. We are particularly interested in understanding why mitochondria become dysfunctional in neurodegenerative diseases and how that leads to neuronal cell death.
Our work centres on the mitochondrial permeability transition pore, or mPTP, which is a key contributor to neuronal degeneration in diseases such as ALS (also known as motor neuron disease or MND) and Parkinson’s.
NRG started with a hypothesis rather than data. How did you get the company off the ground?
When we founded the company, we had no data and no IP—just a strong scientific hypothesis. That was obviously a challenging starting point.
The breakthrough came in 2019 when Parkinson’s UK, through its Virtual Biotech investment arm, backed us at a very early stage. That support allowed us to initiate chemistry and establish an early IP position.
From there, we were fortunate to receive grant funding from the Michael J. Fox Foundation, which enabled us to do the biology needed to elucidate the mechanism of action (MOA) of our compounds.
Further funding from Parkinson’s UK, and the UK Government support via an Innovate UK award helped us move into early lead optimisation. It was very much a step-by-step journey, using each milestone to unlock the next.
Congratulations on your recent funding milestones. Where is NRG today?
Thank you. It really has been a classic startup journey.
In the summer of 2022, we raised a Series A round led by Omega Funds, with support from Brandon Capital and Parkinson’s UK. That funding allowed us to progress from lead optimisation to candidate nomination, which we completed in 2024.
In 2025, we closed a £50 million Series B round led by SV Health’s Dementia Discovery Fund, with participation from the Novartis Venture Fund, M Ventures, British Business Bank, Criteria BioVentures alongside our existing investors. The purpose of that financing is to take our lead molecule, NRG5051, into first-in-human studies and through to Phase 2 proof-of-concept in ALS.
We recently announced that we’ve initiated first-in-human dosing, which officially makes us a clinical-stage company. That’s a major milestone for the team.
Fundraising has been extremely challenging across biotech. What do you think was the secret sauce for NRG?
The biggest factor was the strength of our preclinical data.
We generated compelling in vivo data in models of both ALS and Parkinson’s, showing profound neuroprotective and anti-inflammatory effects. In particular, we saw a strong reduction in neurofilament light chain, or NfL, which is now a validated biomarker recognised by the FDA.
NfL is released when neurons are damaged, and it can be measured in both CSF and blood. Seeing such a strong signal against this biomarker, especially in ALS models, gave investors confidence.
More broadly, neuroscience has re-emerged as a viable area for pharma investment. We’re seeing meaningful progress in neurodegeneration, driven by better science, better biomarkers, and recent disease-modifying approvals.
Timing mattered, and we were able to build on the field’s momentum—particularly the work Biogen did with tofersen, which demonstrated that biomarker-driven approvals are possible in ALS.
Did you always know you would become an entrepreneur?
No, not at all. I always knew I wanted to work in the drug discovery industry, and I genuinely loved my time at GSK. But over time, I realised I was ready to leave the corporate environment and move into something smaller and more dynamic.
My experience at Auspherix really opened my eyes to biotech entrepreneurship—how venture capital works, how small teams operate, and how much responsibility sits with leadership. Although that company ultimately closed due to scientific challenges, it was a hugely valuable experience.
After that, I knew I wanted to found my own company. I also knew that together, Richard, Grant, and I had complementary skills that made it possible. I’ve never regretted that decision—these past seven years have been the most rewarding of my career.
What have been the biggest scientific challenges at NRG, and how did you overcome them?
There were two major challenges when we started.
First, the molecular composition of the permeability transition pore wasn’t known. That represented a real gap in biological understanding. Second, the field had historically failed to develop small-molecule inhibitors of this pathway that could cross the blood–brain barrier and access the CNS.
We tackled this with a very rigorous approach. On the chemistry side, we prioritised CNS-appropriate properties from day one. On the biology side, we started with phenotypic screening and then deconvolued the molecular target.
While we haven’t publicly disclosed the target yet, we were able to identify a protein essential for pore opening and demonstrate that our compounds act through it.
Achieving all of this with a small team and limited funding was a huge accomplishment.
What drives you personally to do this work?
In 2018, I lost my father to a form of Parkinson’s known as Dementia with Lewy bodies—just before we founded the company. That experience fundamentally shaped my motivation.
Richard and I have also lost a former GSK colleague to motor neuron disease in his forties. These are brutal diseases, not just for patients but for families. If we can do anything to prevent others from going through that, it’s incredibly meaningful.
At the same time, we’re scientists. We love solving problems and exploring new biology. The hope is that this journey ultimately results in new medicines that genuinely change lives.
As CEO, how do you balance science with the operational and strategic demands of running a company?
We’ve deliberately run NRG as a very lean, virtual organisation. In the early days, it was just the three founders doing everything.
Even now, with around twelve people as we move into the clinic, everyone wears multiple hats. I spend a lot of time externally—thinking about strategy, partnerships, and funding—but I still stay close to the science.
That duality suits me. Being able to represent the science credibly with investors, partners, charities, and patient groups is a huge advantage.
Who or what has shaped who you are?
My father was a major influence. He was a chemist in the pharmaceutical industry, and he instilled in me a strong sense of scientific rigor and integrity.
Professionally, I’ve been fortunate to work with outstanding mentors—from my first boss at GSK, Paul Wyatt, to leaders like Alan Naylor who took a chance on me in Singapore, and Roberto Solari who supported me during my first CEO role. I’ve been incredibly lucky to have people willing to mentor, challenge, and support me throughout my career.
What impact do you hope NRG will have over the next decade?
If we succeed, we could deliver the first truly disease-modifying treatment for sporadic ALS. That would be transformational.
Parkinson’s will take longer due to the length of clinical studies, but the potential impact is enormous. Current treatments are symptomatic and lose effectiveness over time. Slowing or halting disease progression would change millions of lives.
If, in ten years, we have approved treatments for both ALS and Parkinson’s, that would be extraordinary.
Finally, what advice would you give to those considering a similar path?
Surround yourself with good people—scientifically excellent, but also people with integrity and commitment.
Learn to deal with failure. There will be setbacks, and resilience is essential. Say yes to opportunities, even if you don’t feel fully ready for them. Those challenges are how you grow.
Most importantly, stay open to evolving. I’ve gone from organic chemist to CEO, learning finance, strategy, and leadership along the way. It’s a constant journey—and that’s what makes it so rewarding.
