The complete archive

Explore every biotech conversation

Search founders, scientists, investors, and operators by the ideas they discuss—from drug discovery and fundraising to lab operations and company building.

259Episodes
71Featured guests
Letting Go Is a Leadership Skill | Leslie Loveless (4/4) episode artwork

Start with the latest

Letting Go Is a Leadership Skill | Leslie Loveless (4/4)

Leslie Loveless · Part 4

Open episode

Browse the knowledge base

Search the archive

Filter episodes

Showing 12 of 259 episodes

Part 2 of 4Winning President's Club with Zero Sales Experience | Leslie Loveless (2/4) episode artwork
Episode 79Part 2Oct 1, 2026

Winning President's Club with Zero Sales Experience | Leslie Loveless (2/4)

Leslie Loveless

“No one looks at a teacher's resume and thinks they can go sell.” Leslie Loveless leaves the classroom for pharmaceutical sales in 1999, a coveted industry at the time. She describes the culture shock of moving from a school building into a territory-based role, where her days meant driving between providers, managing her own schedule, and learning to sell one to one. The transition wasn't easy on paper. Recruiters and hiring managers saw that Leslie lacked sales experience, but they missed the skills she had built teaching: public speaking, preparation, performance, and the ability to hold an audience's attention. At Takeda, those skills helped her win President's Club in both of her first two years. Leslie then explains how a call from Adam Sloan led her to Quest Diagnostics, where she moved quickly from individual sales into national sales training. The selling motion was completely different: hospital and laboratory deals required service, economic value, and buy-in from medical, operational, procurement, and financial stakeholders.

Start with Part 1
Fundraising & FinanceLeadership & TeamsLab Operations
Part 3 of 4The Employee Number Five Leap That Built a Relationship Business | Leslie Loveless (3/4) episode artwork
Episode 79Part 3Oct 5, 2026

The Employee Number Five Leap That Built a Relationship Business | Leslie Loveless (3/4)

Leslie Loveless

“People are our clients. People are our product, and connecting them is what we do.” Leslie Loveless joined Slone Partners after a major personal transition, leaving a large healthcare company to become employee number five at a small recruiting firm. She hadn't worked in recruiting before, and at the time, she didn't fully appreciate how big the leap would be. Leslie revisits the firm's early startup days, when meetings ran through improvised conference calls and the team relied on paper, notebooks, and spreadsheets. She also explains how Slone expanded beyond laboratory and diagnostics recruiting into biotech, research tools, pharma services, healthtech, digital health, and academic medicine. At the center of that growth is a relationship-driven approach to search. Leslie discusses investor and portfolio-company relationships, the importance of long-tenured teams, the difference between an experienced candidate and the right fit, and why attitude matters when the work is inherently unpredictable.

Start with Part 1
Fundraising & FinanceCompany BuildingLeadership & Teams
Part 4 of 4Letting Go Is a Leadership Skill | Leslie Loveless (4/4) episode artwork
Episode 79Part 4Oct 8, 2026

Letting Go Is a Leadership Skill | Leslie Loveless (4/4)

Leslie Loveless

“If you can overthink all the bad stuff, why can't you overthink all the good stuff?” As Slone Partners grew beyond its original five-person team, Leslie Loveless had to confront one of the hardest parts of leadership: letting go. She talks about delegation, resisting the urge to rewrite everyone else's work, and learning that a different approach can still be the right approach. Leslie also explains how Slone protects culture by listening for what different people need. The firm's culture ambassador helps turn that feedback into action, while Leslie reflects on when leaders should solve a problem, when they should simply listen, and why some issues need time to breathe. Looking ahead, Leslie sees growing demand across medtech, healthtech, AI, and machine learning. She discusses the limits of recruiting from the same blue-chip companies, the realities of relocation and family decisions, the tension between remote and on-site work, and the people who helped her build the firm.

Start with Part 1
AI & Drug DiscoveryLeadership & TeamsCareers & Personal Growth
Start here · 4-part seriesHow a Guitarist Became a Drug Delivery Pioneer | Örn Almarsson (1/4) episode artwork
Episode 78Part 1Sep 14, 2026

How a Guitarist Became a Drug Delivery Pioneer | Örn Almarsson (1/4)

Örn Almarsson

“Perfect is the enemy of good. How do we get there?” Örn Almarsson traces the early experiences that shaped his approach to science, from growing up in Iceland and Denmark to playing electric guitar and discovering a deeper curiosity about chemistry. He describes his first research opportunity at the University of Iceland, an early industry project in Copenhagen, and the mentors who pushed him toward bioorganic chemistry. The conversation follows his move to UC Santa Barbara, his work with Tom Bruice and Alex Klibanov, and the networking connection that led to Merck.

Research & TranslationCareers & Personal Growth
Part 2 of 4Leaving Merck to Build a Biotech From Scratch | Örn Almarsson (2/4) episode artwork
Episode 78Part 2Sep 17, 2026

Leaving Merck to Build a Biotech From Scratch | Örn Almarsson (2/4)

Örn Almarsson

“You gotta build that over time thoughtfully.” Örn Almarsson explains why thoughtful networking matters, especially when you don't need anything right away. He also reflects on evolving professional networks, learning from failure, and the entrepreneurial culture that drew him to the United States. At Merck, a three-month visa detour exposed Örn to another laboratory and reinforced the value of adaptability. He then describes leaving a secure role for Transform Pharmaceuticals, building a small team and collaborative culture, developing new formulation technologies, and helping create the patents and assets that led to a Johnson & Johnson acquisition.

Start with Part 1
Company BuildingLeadership & TeamsLab Operations
Part 3 of 4The Delivery Problem Behind Moderna's Breakthrough | Örn Almarsson (3/4) episode artwork
Episode 78Part 3Sep 21, 2026

The Delivery Problem Behind Moderna's Breakthrough | Örn Almarsson (3/4)

Örn Almarsson

“You've gotta get in the house without the alarms going off.” Örn Almarsson compares therapeutic mRNA delivery to a covert package drop: the payload has to reach the right room, release its contents, and leave without triggering the immune system. He looks back at Johnson & Johnson, Alkermes, and the relationships that shaped his next move. A referral from Bob Langer led him to Moderna, where he joined a small team working through one of biotech's hardest engineering problems. The conversation covers layoffs, company transformation, patent cliffs, biotech's feast-and-famine cycles, modified mRNA, and the effort required to scale production from tiny academic batches to grams and kilograms.

Start with Part 1
Leadership & TeamsClinical DevelopmentResearch & Translation
Part 4 of 4The Catalyst Mindset Behind a Lean Biotech | Örn Almarsson (4/4) episode artwork
Episode 78Part 4Sep 24, 2026

The Catalyst Mindset Behind a Lean Biotech | Örn Almarsson (4/4)

Örn Almarsson

“If I can sum up my reason to be on this Earth, it's to be a catalyst.” Moderna's rapid COVID-19 response was years in the making. Örn Almarsson explains how quiet work in mRNA manufacturing, lipid nanoparticles, bioinformatics, and vaccine development created the capabilities needed when the moment arrived. He then turns to company building at Axelyf: in vivo cell reprogramming for solid tumors, modular lipid nanoparticles, AI-informed discovery, external partners, and a deliberately lean operating model. The conversation closes with the mentors, expectations, and leadership philosophy shaping his next chapter.

Start with Part 1
AI & Drug DiscoveryFundraising & FinanceCompany Building
Start here · 4-part seriesWhat Rural Indiana Can Teach Biotech Founders About Trust | Philip Borden (1/4) episode artwork
Episode 77Part 1Aug 31, 2026

What Rural Indiana Can Teach Biotech Founders About Trust | Philip Borden (1/4)

Philip Borden

“It's the relationships that have always mattered a lot more to me on selecting a partner on that front.” Philip Borden grew up in Plymouth, Indiana, in a family shaped by agriculture. He talks about his grandparents' farms, his father's work as an agricultural lender, and the early lessons he absorbed about local businesses and long-term relationships.

AI & Drug DiscoveryFundraising & FinanceClinical Development
Part 2 of 4Cold Calling Your Way Into Venture Capital | Philip Borden (2/4) episode artwork
Episode 77Part 2Sep 3, 2026

Cold Calling Your Way Into Venture Capital | Philip Borden (2/4)

Philip Borden

“What I could offer is I'm willing to work hard. I'm willing to learn. I'm willing to be a good contributor.” Philip Borden explains how realizing he did not want to pursue a PhD or spend his career at the lab bench led him toward venture capital. With a molecular biology degree, limited finance experience, and a list of biotech VC firms, he picked up the phone and cold-called his way into Frazier Healthcare in Seattle.

Start with Part 1
Fundraising & FinanceCompany BuildingLeadership & Teams
Part 4 of 4Don't Build Your Own Cathedral: The Hidden Cost of Lab Space | Philip Borden (4/4) episode artwork
Episode 77Part 4Sep 10, 2026

Don't Build Your Own Cathedral: The Hidden Cost of Lab Space | Philip Borden (4/4)

Philip Borden

“Don't build your own cathedral.” After more than two decades in healthcare investing, Philip Borden decided to become an operator. He explains how a conversation with longtime friend Jeff Behrens led him to Labshares and why the shared lab model immediately resonated with his experience watching biotech companies struggle with infrastructure.

Start with Part 1
Fundraising & FinanceCompany BuildingLab Operations
Start here · 4-part seriesHow Teaching High School Prepares You to Run a Company | Leslie Loveless (1/4) episode artwork
Episode 79Part 1Sep 28, 2026

How Teaching High School Prepares You to Run a Company | Leslie Loveless (1/4)

Leslie Loveless

“You need to really be in tune with what's being heard and received and understood.” Leslie Loveless starts at the beginning: growing up in a close-knit Indiana family, watching her father build a career as a pharmacist, and learning early that education mattered even if the eventual career path was left up to her. She explains how high school shifted her interests from mathematics to English, grammar, and writing, then describes the college experience that deepened her love of literature, stories, and critical thinking. A full scholarship close to home shaped her university decision, even as she sometimes wondered what it might have been like to leave Indiana. Leslie also takes us inside her years teaching ninth, tenth, and eleventh graders while earning a master's degree at Butler University. Managing crowded classrooms, mixing current events with drier material, and keeping students engaged taught her a leadership skill she still relies on: read the room, then adapt.

Leadership & TeamsCareers & Personal Growth
Part 3 of 4The Biotech Deal That Became a Leadership Crisis | Philip Borden (3/4) episode artwork
Episode 77Part 3Sep 7, 2026

The Biotech Deal That Became a Leadership Crisis | Philip Borden (3/4)

Philip Borden

“Sometimes like it is not a straight line, man. You know, that things can go in wildly unexpected directions.” Philip Borden describes leaving Frazier Healthcare Partners for Harvard Business School, where the case method broadened his perspective beyond healthcare and investing. He explains why he returned to healthcare investing after graduation.

Start with Part 1
Fundraising & FinanceCompany BuildingLeadership & Teams