For early stage companies in biopharma, medtech, diagnostics, and digital health, talent strategy determines whether a scientific breakthrough survives the journey from lab to clinic. It shapes how teams navigate regulation under pressure, scale responsibly, and reach patients before time, capital, or confidence run out.
As Founder and President of Synergy Search Partners, Peter S. Kaplan works with entrepreneurs, investors, and boards to build executive teams capable of translating complex science into durable businesses. “You’re not hiring for where the company is today. You’re hiring for where it needs to be in 12 to 18 months.” Below, he shares insights on how early stage companies can scale leadership in step with science, rather than letting growth outpace execution.
When Science Outgrows the Founding Team
The earliest phase of a biomedicine company is defined by invention. Founders are often world-class scientists or clinicians, supported by small teams that value speed and flexibility over structure. That model works until capital arrives, when programs begin to multiply and regulatory expectations sharpen. At that moment, leadership gaps become visible. “Every funding round comes with new expectations,” says Kaplan. “New programs to run, new partners to manage, new regulatory hurdles to clear.” Talent decisions made too late, or based on comfort rather than capability, can slow progress at precisely the moment momentum matters most. Kaplan encourages founders to treat leadership planning as a strategic exercise tied directly to business inflection points. The question is not who looks impressive on paper, but who can build what does not yet exist.
Hiring for Trajectory
In highly credentialed sectors like life sciences, pedigree often dominates hiring conversations. However, early stage environments require specific skills that are often hard to assess on paper. “What really matters is trajectory,” he says. “Is this someone who thrives in ambiguity? Can they evolve with the business?” The strongest early hires are builders, people who are comfortable rolling up their sleeves, creating process from scratch, and making decisions with incomplete data. Kaplan describes these leaders as individuals who have scaled something before, not simply operated within scale. This distinction becomes critical as companies approach key milestones such as IND filings, pivotal trials, or initial commercial planning.
Sequencing Leadership Around Milestones
A common mistake Kaplan sees is growing headcount without a clear link to strategy. Hiring tends to become reactive, driven by workload rather than outcomes. Kaplan reframes the conversation by starting with a more fundamental question: “What needs to be true for your next inflection point?” Once that future state is clear, leadership roles can be sequenced to de-risk execution. A seasoned CMC leader may be essential well before clinical expansion, while commercial expertise often needs to arrive months ahead of a major data readout, not after it. “Talent strategy isn’t about filling seats,” Kaplan says. “It’s about sequencing roles in a way that derisks execution.” For investors and boards, this discipline provides confidence that capital is being matched with operational readiness.
Building Leadership Infrastructure Early
While scientific founders often focus on technical risk, organizational risk can be just as damaging. Culture, communication, and performance management rarely fix themselves at scale. “Startups tend to delay HR leadership until they’re 50-plus people in. That’s a mistake.” Introducing a strategic People leader early, even in a fractional capacity, helps codify values and expectations before habits harden. In science-driven organizations where collaboration across functions is essential, misalignment can be costly. “Every hire is a culture hire,” he says. “In biomedicine, where innovation relies on cross-functional expertise, getting culture wrong can be a lot more costly than getting science wrong.”
Leadership Is Inseparable From Patient Impact
Leadership is the mechanism that turns discovery into delivery. Early stage companies that align talent strategy with purpose are better positioned to sustain growth, retain critical people, and maintain focus through inevitable setbacks. Strong leadership increases the likelihood that transformative science reaches the people it is meant to serve. Scaling a biomedicine company is an exercise in stewardship of capital, teams, and ultimately patient trust. Leaders who understand this responsibility build organizations that endure beyond a single asset or funding cycle.
Follow Peter S. Kaplan on LinkedIn for more insights on talent strategy in the pharmaceutical industry.
