Biotech Executives
A verified directory of 296 biotech executives — sorted by function owned, their employer's programme stage, and whether they came from large pharma.
Last verified
- 296
- Biotech executives
- 198
- Companies
- 44%
- Came from large pharma
- 36%
- Hiring into their function
Verified in the last 30 days
Therapeutics, tools and services
Prior role at a top-20 sponsor
Open requisition in the last 60 days
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6 of 296 profiles
Names, roles, companies and live signals are public. Verified emails and LinkedIn URLs stay masked until you sign in.
- 01
Anneliese Ogunbiyi-Farquharson
Chief Scientific Officer · Windlestraw Bio
Kendall Square, Cambridge
Joined from a top-20 sponsor in February; rebuilding the discovery stack she inherited.
- R&D and discovery
- Preclinical
- Large pharma alum
- Replacing tooling
- a•••••@windlestrawbio.com Locked
- 02
Ezekiel Vandermeulen-Chikwe
Chief Medical Officer · Portsoken Therapeutics
Mission Bay, San Francisco
Enrolment on the lead study is eight weeks behind; adding sites in two new countries.
- Clinical development
- Clinical-stage
- Career biotech
- Enrolment pressure
- e•••••@portsokentx.com Locked
- linkedin.com/in/•••••• Locked
- 03
Bronwen Adeyinka-Castellane
SVP of Regulatory Affairs · Harlestone Biopharma
Rockville, MD
Preparing a first marketing application; building a submissions team from three to nine.
- Regulatory and quality
- Commercial-stage
- Large pharma alum
- Hiring
- b•••••@harlestonebiopharma.com Locked
- linkedin.com/in/•••••• Locked
- 04
Kwabena Lindqvist-Rothesay
VP of Manufacturing · Netherby Biologics
Devens, MA
Bringing a process in-house after two years with a CDMO; qualifying the suite by December.
- CMC and manufacturing
- Clinical-stage
- Services alum
- Site qualification
- k•••••@netherbybio.com Locked
- linkedin.com/in/•••••• Locked
- 05
Serafina Duodu-Winterhalter
Chief Business Officer · Glenmarrow Discovery
Torrey Pines, San Diego
Running two partnering processes at once ahead of a cash runway decision in Q1.
- BD and finance
- Preclinical
- Large pharma alum
- Partnering now
- s•••••@glenmarrowdiscovery.com Locked
- linkedin.com/in/•••••• Locked
- 06
Ptolemy Nwaubani-Achenbach
Head of Scientific Services · Culvermead Research Services
Research Triangle Park, NC
Left academia two years ago; now sets the tooling standard for 60 delivery scientists.
- R&D and discovery
- Services
- Academia alum
- Sets standards
- p•••••@culvermeadrs.com Locked
- linkedin.com/in/•••••• Locked
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Frequently asked questions
- Why does an executive's previous employer matter so much in biotech?
- Because it determines what they consider normal. The 131 who came from large pharma arrived with process expectations built for a thousand-person organisation, and they either import that discipline usefully or import the overhead. The 84 career-biotech executives have run things with a fraction of the resource and buy accordingly. Knowing which one you are talking to changes whether you lead with rigour or with speed.
- Which function actually controls spend at a preclinical company?
- Usually R&D or CMC rather than a CFO, because at that stage nearly all spend is programme spend. 94 of these executives sit at preclinical companies, where the person choosing a CRO or a piece of equipment is frequently the same person who wrote the scientific rationale for needing it. The approval chain is short and the technical bar is high.
- How do I reach a clinical development leader without going through a CRO?
- Directly, but with the trial in mind. The 71 clinical development executives here are measured on enrolment and data quality against a protocol that is already written, so anything that speaks to those two numbers gets read. Anything framed as a general efficiency gain gets forwarded to procurement, which is the same as being ignored.
- Are commercial-stage executives a different audience entirely?
- Largely yes. The 47 at commercial-stage companies have launched or are launching a product, which introduces field teams, market access and payer negotiations that do not exist elsewhere in this list. They also have real revenue and the shortest patience for anything that adds a step to a launch already in motion.
- Does a services background change how someone buys?
- The 40 who came out of CROs and CDMOs have sat on the vendor side of exactly this conversation, so they read a proposal for what is missing rather than for what is promised. They are the toughest first call in the list and the most useful reference afterwards, because their scepticism is procedural rather than personal.
- Is 36% hiring a useful signal here given how long biotech hiring takes?
- More useful than in faster sectors, precisely because it is slow. A requisition opened by a named executive in this field typically reflects a programme decision made a quarter earlier — a trial starting, a site transferring, a function being built. The hire is the visible end of a budget that was committed some time ago, which is a better reason to reach out than the posting itself.