Dr Leslie Alexandre shares her journey, challenges and vision for the future of life sciences.
Today we are honored to be joined by Dr. Leslie Alexandre, a prominent figure in the life science industry with over 30 years of experience. Dr. Alexandre is a distinguished leader who has held numerous leadership positions in both non-profit and for-profit organizations, including her most recent role as President and CEO of Life Science Washington.
During her tenure, she played a key role in driving growth and innovation in the life science industry in Washington State, earning recognition for her outstanding leadership and impact on the community.
With expertise in corporate strategy, business development, and leadership development, Dr. Alexandre is widely respected for her insights and contributions to the field. We are thrilled to have her here today to share her experiences and perspectives with us.
- Can you tell our audience about yourself?
Thank you very much for having me here today, Deepak. I am honored to have been chosen for one of your illuminating interviews. By way of background, I am a doctor of public health, 40+ year veteran of the health care and life science industries, two-time CEO and entrepreneur at heart! Raised in the SF Bay Area among a family of teachers, I am the product of an excellent public education, from grade school through my doctorate. I bring strong public health values and business sensibilities to everything I do. I love learning and have never been afraid to try new things….at least not professionally!
I am also a calculated risk taker who has had the good fortune to be provided with unique opportunities I could never have imagined of when contemplating a career in public health. Opportunities which ultimately resulted in my career shift to biotechnology and, more broadly, the life sciences. I recently retired as CEO of Life Science Washington and returned to my home in Raleigh, North Carolina where I am busy re-engaging with my community and pursuing new board opportunities.
- Can you tell us about your experience as President and CEO of Life Science Washington? What were some of your greatest challenges and accomplishments in this role?
From 2016 through 2021 I had the privilege of leading Life Science Washington, the industry trade association for Washington state whose 500+ members include life science companies, research institutes, service providers and non-profit organizations throughout the state.
LSW members are served with connections, visibility, policy advocacy, resources, business solution partner discounts, educational programs, conferences, workforce training opportunities and more. Life science entrepreneurs and their startups have access to nationally renowned mentoring services, connections to early-stage funding, educational programs and networking opportunities through the LSW Institute, an affiliated 501(c)(3) non-profit we created early in my tenure with LSW and whose board I eventually chaired.
Recruited to Seattle from Raleigh over a period of several months, by the time I was offered the job I had a pretty good idea of the major challenges our members were facing, at least from the board’s perspective. Topping their list was the loss of visibility—and therefore relevancy and support—for Washington’s life science companies among elected officials, business leaders and other key stakeholders. Once viewed as one of the crown jewels in the state’s economy, our industry was being crowded out of policy conversations, media attention, access to talent and engagement in relevant state initiatives by Washington’s massive and fast-growing tech sectors.
Also of significant concern were a litany of workforce challenges, including a dearth of experienced commercial talent to support the growth of our R&D companies and too few entry-level technical workers for the state’s growing biomanufacturing sector. Waning State support for entrepreneurs was also identified as a challenge to Washington’s expanding life science economy.
What I did not anticipate upon becoming LSW’s new CEO in May 2016 was the organizational disarray waiting for me. Despite having been informed by the prior CEO that he intended to leave LSW at the end of 2015, the board had failed to secure a new leader before he departed. After stepping up to serve as Acting CEO, the current board chair decided to become a candidate for the job. When I was chosen instead, employee discontent was fomented by an internal champion for the board chair, resulting in a steady exodus of staff that began before I arrived. Thankfully those who stayed — particularly two senior executives — were experienced, capable and willing to give my leadership a chance.
Together, we built a stronger, cohesive and highly effective organization. And, having selected me over one of their colleagues, members of the search committee (all from the board) were committed to my success. With their encouragement and help, we promptly overhauled our governance processes, paving the way for a much more diverse, engaged and productive board. Strategic planning followed soon after, resulting in powerful and effective initiatives to rebuild industry visibility, address the workforce needs of our members, and broaden support for our entrepreneurs.
- Looking back at your career so far, what is one piece of advice that you wish someone had given to you earlier on?
The advice I wish someone had given me earlier on – and which I now frequently share with others – is “ask questions and then listen—really listen—to the answers”. Do not assume you know what is going on with someone (or something) and therefore do not need to ask questions, let alone absorb their answers, before reacting. Hit the pause button first and gather more information,
Too often we react prematurely or inappropriately because we think we know what is motivating someone’s remarks or behaviors only to find out later how wrong we were. Similarly, we may personalize someone’s remarks or actions when they actually have nothing whatsoever to do with us.
By pausing and gathering more information we may find that the premises upon which we plan to act are faulty, thereby averting unnecessary or inappropriate action. Or we may simply verify our original perceptions and move forward as planned. Both are good outcomes. Furthermore, as a leader, by asking thoughtful questions you show you care about and respect your people and that you genuinely want to understand their views and where they are coming from.
- Can you describe your approach to talent development and management within an organization? What strategies have been particularly successful for you?
I believe every employee should have a development plan with clear goals and a realistic pathway to their accomplishment. This plan should be developed in partnership with their leader and consider organizational needs as well as individual desires. There is no “one size fits all” when it comes to developing talent. Each person is unique and has their own thoughts, desires and needs when it comes to their professional growth.
My approach as a leader is to make sure my team knows that I am committed and eager to invest in their professional development with new skills, experiences and responsibilities, even if that means they might outgrow their position and decide to move on. A commitment to investing in your people is essential to attracting and retaining talent in a highly competitive industry, such as life sciences. Moreover, the fruits of these investments are usually of great value to your organization.
With respect to management, I am a people-oriented person who enjoys getting to know my team and takes the time to do so. I care about my people and strive to build a culture of mutual respect and trust. Raised in a family of educators, I tend to be an over-communicator. I strive to ensure my direct reports and I are in sync on their goals, we understand our respective responsibilities in their accomplishment and they know I am committed to their success; I will not let them fail! I am comfortable giving feedback and appreciate receiving it, even when it is difficult to hear. I generally do not obsess about or avoid conflict, having learned the hard way it is much better to air dissension early than let it fester. I am honest with my reports, but not unkind. I listen to and respect their views, even when I do not agree with them. And I have no problem admitting I made a mistake and changing course in favor of their original recommendations. Particularly important to building trust and loyalty, I accept responsibility for the actions of my team but do not take credit for our successes. Nothing gives me greater pleasure than calling out and rewarding individual and team accomplishments!
- How does public perception of the life science industry impact its growth and success? What steps can organizations take to improve public understanding and support for their work?
Public perceptions of the highly visible and highly regulated life science industry are very important to its success, shaping the investment, talent, regulatory and reimbursement environment in which it operates. A positive public image does not guarantee the attraction of investment capital or talent, a favorable regulatory environment or broad adoption of new technologies and treatments. It can, however, foster support, collaboration, and investment, enabling the industry to thrive. In contrast, negative perceptions can create obstacles, skepticism and regulatory challenges.
Building and maintaining public trust through transparent communication, ethical practices and delivering on promises is essential for the health and growth of our industry and relies first and foremost on individual company behavior. But there is much that organizations such as BIO at the national level and Life Science Washington at the state level can do to build and maintain public trust. For starters, we can educate elected officials and the public about the ground breaking, potentially life-saving, R&D being conducted by our industry. We can introduce them to patients who are coping with or have experienced the diseases and conditions our companies are trying to address. We can explain, in ways that are accessible, all that is required to develop, secure regulatory approval for, and commercialize a new product. We can help legislators and regulators (and their staffs) understand the factors that life science companies consider in setting prices for breakthrough products. And, when it comes to building positive perceptions for our industry, we can help our member companies become valued members of the community by encouraging them to engage with local schools (and students), non-profits, and other organizations in need of support. The opportunities to build positive reputation and bring value to a community are endless and will pay dividends long into the future
- How do partnerships and collaborations play a role in the success of the life science industry today?
Collaborations and partnerships are essential to the life science industry, driving innovation, accelerating R&D, and fostering growth. The complex, multidisciplinary and costly nature of life sciences requires collaboration to tackle challenges and capitalize on opportunities. Strategic alliances in our industry enable access to intellectual property (IP)–the backbone of life science innovation–as well as the opportunity for partners to share knowledge and experience leading to ground breaking solutions that might not have been possible working independently.
Successful life science companies depend on a wide variety of partnerships and alliances. For example, large pharmaceutical companies increasingly rely on biotech startups for their fresh ideas, novel approaches and cutting-edge technologies while emerging biotechs require the financial resources, infrastructure and expertise necessary for drug discovery, development and commercialization. Academic-industry collaborations are also very common, providing companies with the latest expertise in specific fields and IP while enabling academics to gain insights, share resources and advance their research programs. More recently, as digital technologies are transforming the life sciences with AI, big data and machine learning, partnerships with tech companies have become increasingly important.
- Can you discuss any particular scientific breakthroughs or innovations that have been especially impactful on your work or career?
It has been thrilling to witness the scientific breakthroughs and resulting medical innovations that have occurred since I joined the life science industry in 1995. That year, well before publication of the full-length sequence of the human genome, I was enticed by a VC to make a radical shift in my career by the promise of genetic testing to save the lives of many women predisposed to develop breast and/or ovarian cancer based on family history and inherited mutations in their BRCA1 gene.
Not only did I abandon an exciting and rewarding position as Industry-Government Liaison, Health Policy for a global IT services company (EDS) to work for a biotech startup (Oncormed), I fell in love with my new industry! And it was quickly obvious how my health policy background, communication and relationship skills and government affairs experience could make a huge positive impact on our success as we sought to introduce a new, powerful and somewhat controversial form of genetic testing to identify inherited mutations in genes known to be associated with various cancers and cancer syndromes.
I served as Oncormed’s VP of Corporate Affairs and (eventually) Marketing until the company was sold to GeneLogic a few years later. Leadership roles at the National Cancer Institute, North Carolina Biotechnology Center, Georgia Regents University Cancer Center and Life Science Washington followed, all resulting from my decision to take a risk with Oncormed.
- In your opinion, what are some of the most promising areas of research or development within the life sciences right now?
How much time do I have for my answer to this question? (LOL!!) There is so much exciting and clinically promising life science R&D taking place right now, it is hard to select just a few areas of focus. Much of the latest – and to me, most exciting — research has been made possible by the addition of AI, big data and machine learning to our toolbox. For example, I am enthralled by the work taking place in Brain-Computer Interfaces (BCIs) that allow direct communication between the brain and external devices or computers. These interfaces can enable paralyzed individuals to control robotic limbs, communicate through speech synthesis, or operate assistive technologies using their thoughts. Simply incredible!
I am also enthusiastic about the potential fruits of a powerful partnership forged several years ago between two Seattle-based companies, Adaptive Biotechnologies and Microsoft focused on sequencing the human adaptive immune system to create tests for diagnosing and treating disease much earlier than currently possible. Imaging being able to diagnose and initiate care for a condition or disease prior to the development of symptoms!
New gene editing technologies, such as CRISPR-Cas9 and others, offer tremendous potential for treating and possibly even preventing genetic diseases. And there are an impressive range of regenerative medicine applications, from tissue engineering and organ transplantation to stem cell therapies and other techniques, that are addressing major clinical challenges, such as the shortage of donor organs for transplantation and the treatment of neurodegenerative disorders.
- How do you stay informed about the latest trends and developments within the life science industry, and what sources of information do you rely on?
Staying abreast of the latest trends and developments within the life science industry can be overwhelming, particularly as a non-scientist professional. I try to maintain at least a basic awareness and understanding of ground breaking discoveries and inventions, especially those with significant clinical potential such as new immunotherapies and forms of personalized medicine. Compared to when I started my career in biotech almost 30 years ago, there are far more sources of information available. While often useful, it can also be daunting to process the quantity and quality (i.e., accuracy) of the “news” being provided.
I currently subscribe to a few reputable on-line newsletters that provide at least daily updates on scientific breakthroughs; technology developments, product approvals; company partnerships, financings, mergers and acquisitions; regulatory and policy changes; and more. I skim the headlines for content that interests me and then read further, often turning to other sources for additional detail.
When it comes to technology development and innovation, I have always found MIT Tech Review to be an excellent source of information. Likewise, the New York Times does a superb job covering scientific breakthroughs with important implications for the general public as do some PBS programs, including the NewsHour.
Since retiring, I miss seeing old friends and colleagues in person at the professional events I attended religiously before the pandemic, particularly the annual BIO convention and JP Morgan Healthcare Conference. I often learned as much in the hallways of those gatherings as in the sessions. These days I am grateful to be able to attend events virtually which allows me to stay current on industry trends and developments from the comfort of my kitchen table! I have also found that podcasts can be helpful in gaining different perspectives on controversial new technologies, such as AI, gene editing and stem cell research, if not always the facts.
- Can you describe any particularly memorable moments from your career in the life sciences so far – either positive or challenging experiences?
One of the most challenging moments in my career came very early, while I was still in graduate school. Having reached ABD (all but dissertation) status rather swiftly, I went on to spend most of the next three years helping my academic advisor build a healthcare company from the ground up. Despite being warned by our department chair of my advisor’s obvious conflict of interest, I naively thought that he would be sufficiently committed to my academic success to continue to support my efforts to complete and publish my doctoral research. Instead, consumed with growing his company, my advisor committed to unrealistically large client projects requiring nearly every waking hour to complete. Not only did I not get much sleep in those early years, I made no meaningful progress on my doctorate. By the time I began being recruited for jobs with great companies that paid double what I was currently making, I knew I was at an inflection point. I had to decide whether I was going to complete my DrPH or simply move on professionally. I knew I could not stay with U.S. Corporate Health Management any longer nor could I count on my advisor/boss to serve as a supportive and effective committee chair.
Telling him of my decision to move forward on my doctorate with a new chair (and soon after resigning from his company) was one of the most difficult things I have ever done. It was also the most necessary, personally as well as professionally.
One of the proudest moments of my career in the life sciences was delivering “New Jobs Across North Carolina” a Strategic Plan for Growing the Economy Statewide through Biotechnology” to the North Carolina Governor and General Assembly in 2004. As President and CEO of the North Carolina Biotechnology Center, I championed the development and execution of this high visibility plan which resulted in tens of millions of dollars of new State investment in biotechnology development and thousands of new jobs.
- What skills or qualities are most important for success in leadership roles within the life science industry?
First and foremost, successful leadership in any company or industry requires an ability to build strong teams and relationships. A clear vision and strategic thinking skills, business acumen, and effective communication and influencing abilities are also essential, along with resilience and adaptability. No rocket science here! The importance of these fundamental leadership capabilities has been documented across industries for decades.
When it comes to life science companies specifically, however, leaders must possess the scientific knowledge necessary to make well-informed decisions, provide guidance to teams, and anticipate future developments. An entrepreneurial mindset and the ability to foster a culture that promotes creativity, risk-taking, and continuous improvement are also critical to driving scientific breakthroughs and maintaining a competitive edge. Life science leaders must also uphold high ethical standards and ensure compliance with regulations to maintain integrity and trust within the industry.
- Lastly, how do you ensure that your work is aligned with your personal values and goals?
My personal values are an inherent part of my identity; they do not vary situationally. I am confident in who I am and what I believe in and I live my life accordingly. I would never work in an environment or accept an assignment that required me to compromise my values or beliefs. I do my homework thoroughly before engaging with any organization as an employee, consultant or board member to ensure there are no obvious or likely values conflicts.
For example, many years ago, before accepting a senior health policy role for a United States Senator I made sure he was aware that I was strongly ProChoice. I knew he was opposed to abortion and I was unwilling to work for him if I had to meet with or assist anti-abortion lobbyists on his behalf. Fortunately, he understood and respected my views and still wanted me to lead his health policy staff.
While my core values have not varied much over the years, my goals have naturally evolved as I have aged and chalked up different personal and professional experiences. At this stage, after an exciting career that has provided me with an amazing array of leadership positions in healthcare and the life sciences, I am no longer interested in another CEO position, no matter how interesting, energizing or financially rewarding that opportunity might prove.
In fact, I am done with operational roles altogether. What interests me now professionally are new board positions with companies or non-profits whose work aligns with my values and interests and is worthy of my time and energy. In addition to mission, vision and organizational values, the quality of the executive team and future board colleagues is a high priority to me. A passionate and seasoned global traveler, I would love the chance to serve on a board outside the U.S.
Contact Details
- Business phone and email: 919-802-4920 leslie.m.alexandre@gmail.com
- Business Social Media links: https://www.linkedin.com/in/lesliealexandre/
Dr. Leslie Alexandre, thank you for sharing your insights and experiences in the life science industry. Your interview was incredibly insightful and provided valuable information about challenges, leadership, talent development, and the importance of partnerships in the field. We appreciate your time and expertise.
