From Cells to Strategy: What R&D Leaders Can Learn from the Career of Elena Matsa
What happens when cutting-edge technology meets lived experience? How do you manage high-stakes innovation in a field where your "product" is a living cell — unpredictable, powerful, and full of promise?
We recently sat down with Elena Matsa, a molecular biologist, professor, former VP of research in biotech, and lifelong "stem cell enthusiast," for a wide-ranging conversation about science, leadership, and human-centered innovation.
Elena’s story spans continents, sectors, and stages of growth — from early academic research in the UK, to postdoctoral work at Stanford, to leading biotech teams in California and Europe, and now returning to academia with a foot still firmly in industry.
Her experience offers rare insight into the real-world mechanics of managing R&D, especially in complex, high-risk domains like cell therapy and regenerative medicine.
Here are the key takeaways for R&D professionals looking to grow into leadership roles — or shape the future of science-driven organizations.
1. Technical Expertise Is Not Enough — Leadership Is a Skill
Elena’s transition from academia to industry wasn’t linear, but it was intentional. After a PhD and postdoc in stem cell biology, she found herself drawn to impact: how could this science make it into the real world?
That question led her to industry, where she eventually became VP of Research at Cellistic, helping grow the team from 5 people to over 100. But leadership didn’t come automatically — it was learned, built, and supported.
“I was lucky the companies I worked for invested in formal leadership training. But the real lesson? Leadership is mostly about being a good human. You can’t manage people without empathy.”
She stresses that technical excellence alone doesn’t prepare you for team building, strategic planning, or organizational design. You have to learn to lead — on purpose.
2. Build Systems That Scale Knowledge
Biotech R&D doesn’t move in straight lines. You’re juggling basic research, regulatory science, product development, and manufacturing — often all at once. Elena’s strategy? Think in themes and layers.
She built a cascading structure:
Senior scientists mentor juniors
Directors lead thematic groups (e.g., basic research, process development)
Cross-functional projects bring together different skill sets for delivery
“We used project-based working with a matrix overlay. Scientists don’t need to jump between projects, but directors must see across them.”
This model balances deep technical focus with cross-functional coordination, avoiding bottlenecks while keeping expert knowledge close to where it’s needed.
3. Prioritize R&D with Strategy, Not Just Curiosity
In biotech, every project is a big bet. Elena developed a scoring system to help her team prioritize what to work on, combining scientific insight with business logic.
Her criteria included:
Strategic fit: Does it align with the company’s strengths?
Market readiness: Is there real demand?
IP landscape: Can we operate freely?
Scientific trendlines: Where is the field headed?
“Investors want transparency. You can’t just say, ‘we like this idea.’ You need to show why it’s worth the risk.”
This structured approach helped her make hard calls — and defend them to boards, investors, and internal stakeholders.
4. Trust Is the Foundation of Complex Collaboration
Whether managing teams, working across departments, or bridging academia and industry — trust is a throughline in Elena’s leadership.
“People think industry runs like clockwork. It doesn’t. They think academia is unstructured. It’s not. Both rely on relationships.”
She emphasized:
Creating space for ownership
Building trust between disciplines (e.g., scientists vs. engineers)
Acknowledging different communication styles
Aligning everyone around shared goals without erasing individual ambition
“Ownership matters. Everyone needs to feel that their work matters — and that they’re growing.”
Her approach combined clarity of mission with flexibility in execution — a lesson many R&D leaders can learn from.
5. Handle Technology Transfer with Care
Handing off projects from research to development — and eventually into manufacturing — is one of the trickiest parts of any R&D operation. Elena approached this with rigor and empathy.
Key practices:
Involve downstream stakeholders early (e.g., process engineers, regulatory teams)
Keep research teams engaged through the lifecycle
Use technology transfer teams when complexity requires
Protect know-how without stifling collaboration
“You can’t just toss the project over the wall. R&D needs to think forward — and downstream needs to respect upstream complexity.”
6. Innovation Needs Humanity
This was perhaps the most powerful theme throughout our conversation. Elena's leadership style — and her reflections — centered on being human in science-driven environments.
She spoke candidly about:
The emotional labor of team management
The importance of kindness and gratitude
The energy of working with young researchers
The practice of yoga and the philosophy of giving back
Her belief that science and spirituality aren’t mutually exclusive
“Whatever you give, you get back. If you're kind and transparent, it pays off — in trust, in creativity, in retention.”
Final Thought: Be True, Be Transparent
Whether you're leading a research team, building a startup, or mentoring early-career scientists — Elena’s final advice holds weight:
“Be true to yourself. Don’t hide the failures. Share them. That’s how people learn — and how we support each other.”
In a world that celebrates the polished, the perfect, and the breakthrough, it’s the messy process underneath that actually defines meaningful innovation.
So to the next generation of R&D leaders:
Don’t be afraid to lead with empathy, plan with structure, and innovate with soul.
Explore more frameworks and real-world cases in our book:
R&D Management and Technology Commercialization
Check out our new book:
R&D Management and Technology Commercialization
Or get in touch to collaborate, invite us to speak, or join one of our upcoming workshops.