Navigating Talent Shifts in Life Sciences: How Pharma and Biotech Leaders Can Prepare

There are clear forces behind this shift, and they’re changing the way companies think about leadership. With over €185 billion in global drug sales at risk due to looming patent expirations, and a sharp increase in M&A activity across Europe, both pharma and biotech players are adjusting course. Larger firms are acquiring innovation; smaller firms are scaling fast. The result? A growing need for leaders who can navigate complexity, adapt across environments, and manage through ambiguity.

For executives exploring new roles, and for boards seeking cross-sector leadership - this is a moment that demands clarity, flexibility, and above all, self-awareness.

Over the next five years, patents for many blockbuster medicines will expire. Fierce Pharma forecasts a loss of over €185 billion in global revenue by 2030 due to this "patent cliff". Unlike past cycles, the scale this time is much larger.

To mitigate the impact, larger pharmaceutical companies are doubling down on partnerships and acquisitions – particularly of biotech firms with promising pipelines. Pharma leaders in Europe and globally expect to increase M&A activity through 2025 and 2026, according to McKinsey and EY. 

This is already triggering a new wave of executive transitions between sectors. Roles are opening up, priorities are shifting, and cultural dynamics are changing – especially in organisations navigating the aftermath of 2023’s venture capital slowdown.

One Ecosystem, Two Cultures: Why the Move Isn’t Always Easy

Though pharma and biotech operate within the same industry, the experience of working in each can be radically different.

In pharma, leadership is often about scale and systems:

• Managing global, matrixed organisations

• Aligning complex, cross-functional teams

• Navigating long regulatory cycles

• Operating within highly defined processes and timelines

• Building trust with shareholders through consistency and risk management

In biotech, leadership is about pace and resilience:

• Leading lean teams with fewer resources

• Making decisions quickly — sometimes without complete data

• Navigating ambiguity and constant pivots

• Embracing flatter hierarchies and high personal accountability

• Building momentum from the ground up

The gap between these worlds isn’t one of capability - it’s one of culture.

What Often Gets Overlooked: Cultural Fit

We regularly speak with leaders who underestimate the importance of cultural fit in making successful transitions. We’ve seen pharma executives struggle in biotech because of the limited structure, and biotech leaders feel constrained in pharma by process-heavy cultures.

Executives who thrive during transitions usually do three things:

1. Reflect honestly on their own leadership preferences and working style

2. Ask the right questions early in the process

3. Take time to understand what drives success in the new environment

If you’re considering a role in a new part of the life sciences ecosystem, here are a few questions to help with self-assessment.

• Am I comfortable leading in a setting where I’ll have fewer resources and more personal accountability?

• Can I make decisions quickly, even without having all the data?

• Do I thrive in structured environments, or prefer agile, fast-moving teams?

Being honest about your preferences helps avoid frustration down the line – and increases your chances of landing in the right environment.

Hiring across sectors requires more than a great CV match. The best organisations are already thinking beyond technical requirements to focus on leadership context, cultural integration, and adaptability.

Here’s what they’re doing differently:

• Build role profiles that reflect not only technical requirements, but also leadership context

• Tailor onboarding processes for leaders coming from different industry backgrounds

• Offer coaching or mentoring for executives navigating cross-sector transitions

• Ensure leadership development plans include exposure to different business models and operating cultures

This is a pivotal moment for life sciences in Europe. As the lines between pharma and biotech continue to blur, leaders who understand both worlds – and who are willing to adapt – will stand out.

At Panda International, we’re committed to helping both organisations and individuals prepare for what’s next. That means offering insights, asking the right questions, and supporting the long-term alignment of people and purpose.

If you’re exploring your next step, or looking to bring in the kind of talent that can navigate this change, simply book a 15-minute catch-up with Denzel below to learn how we can support you.