Being a Chief Medical Officer looks very different on the inside than it does from the outside. In this episode, Dr. Ed Tucker talks openly about what he’s learned after serving as CMO in companies big and small. He traces his path from large pharma training grounds to the unpredictable world of startups, and what that shift taught him about adaptability, trust, and resilience.

Along the way, Ed talks about:

• Carrying the pressure of being “the voice of the science” in front of investors and regulators, and why alignment with the CEO is non-negotiable.
• Building trust with KOLs and investigators so that confidence outside the company translates into motivation and problem-solving inside the team.
• Using the Target Product Profile as the anchor of the program—a reference point that keeps assumptions in check and the whole team aligned on what they’re building toward.
• Seeing safety as a strategic lever, not just an operational task, and how a stronger safety profile can become the reason a drug succeeds in a crowded market.
• Learning that resilience matters more than endurance, and why humility and curiosity are essential traits for any CMO.
• Relying on the CMO community and networks for perspective and support, especially when facing the inevitable setbacks in drug development.

This is not a formula or a checklist, but a set of lived lessons. What emerges is an honest look at the role from someone who’s still learning, even after a decade in the seat.

Biotech leaders are asked to do a lot; move fast, manage limited resources, and guide teams through very different stages of development. In this episode of The Emerging Biotech Leader, host Kim Kushner talks with Dr. Benit Maru, Senior Vice President at SSI Strategy, about what it really looks like to lead in that environment.

They cover:

• The contrasts between early and late development leadership, and why those transitions can feel like two different roles
• How scenario planning and structured conversations help teams prepare for uncertainty
• Why documents like the clinical development plan or target product profile should be seen as living tools, not paper exercises
• The similarities and differences in leading across modalities—devices, biologics, and advanced therapies like cell and gene
• The importance of team dynamics, culture, and knowing when to bring in outside expertise

This episode is full of practical takeaways for biotech leaders who want to keep their strategies sound, their teams aligned, and their programs moving forward under pressure.

In this episode of The Emerging Biotech Leader, Kim Kushner speaks with Dr. Michael Goldstein, ophthalmologist and multi-time Chief Medical Officer, about the realities of biotech leadership across modalities and development stages.

Dr. Goldstein reflects on lessons learned from leading clinical programs in small molecules, biologics, gene therapies, cell therapies, and drug-device combinations. The discussion highlights what remains consistent across modalities such as the need for regulatory clarity and cross-functional alignment, and what differs significantly, particularly in manufacturing complexity, immune responses, and development timelines.

Other key themes include:

• Why time is an underappreciated constraint in biotech
• The strategic role of the CMO in manufacturing oversight and decision-making
• How to balance regulatory and commercial thinking in early development
• Building teams that function as integrated units, not parallel functions
• Advice for early-career CMOs seeking to grow beyond clinical roles

This episode offers practical insight into how biotech leaders can operate more effectively across the full development arc, from IND to commercialization, without losing sight of the clinical and patient perspective.