From The Trenches

By Ram Aiyar, CEO of Korro Bio, as part of the From The Trenches feature of LifeSciVC

Let me tell you a secret that most biotech executives won’t admit at cocktail parties: we’re all making it up as we go along. Sure, we’ve got fancy degrees and impressive resumes, but when you’re working on a novel platform / new modality, trying to drag a molecule from a napkin sketch to a clinical trial, there’s no playbook for this specific instance.

The Evolution Problem Nobody Talks About

Here’s how every successful biotech evolves, without exception:

• Stage 1: Conception: “We have this one brilliant idea!” (Written on actual napkin)
• Stage 2: Toddler:  “Look, it works in mice!” (Preclinical product)
• Stage 3: Adolescence: “Holy cow, we’re in humans!” (Single clinical product)
• Stage 4: Adulthood: “We’re a real company now!” (Multiple products, usually plus a Big Pharma collaboration)

At each stage, companies face the same temptation: let’s get involved in everything. After two decades in healthcare (plus a brief detour through tech), I’ve watched countless startups flame out not because their science was bad, but because they tried to do everything at once. It’s like being at an all-you-can-eat buffet when you’re starving—your eyes are bigger than your organizational stomach. This lack of focus isn’t just inefficient; it’s a company killer.

Three Epiphanies That Helped Shaped My Thinking

Epiphany #1: How to Win by Doing (Almost) Nothing

During my time at Janssen (J&J’s pharmaceutical arm), I witnessed something that would make most MBA professors weep into their optimization models. When J&J acquired companies, they did something radical: absolutely nothing. Well, not nothing—they provided support. But for 4-5 years, they let acquired companies run themselves like teenagers with the car keys. No forced integration. No “synergies.” No death-by-PowerPoint standardization meetings.

The result? Pure chaos, right? – Wrong.

What emerged was beautiful, decentralized decision-making by teams closest to the actual data. Yes, we had redundant systems. Yes, we had higher headcounts. Yes, our IT department had nightmares about non-harmonized databases. But we also had speed—that magical ingredient that separates biotech winners from the also-rans who are still in committee meetings discussing their committee meeting structure.

Epiphany #2: Why I’d Rather Hire the Curious Than the Credentialed

After 15 years in startups, I’ve learned something that would have horrified my younger self: the person with the perfect resume is not often the right hire.

Here’s why: When you’re developing novel biology on novel platforms with novel clinical approaches (notice a theme?), experience becomes almost irrelevant. It’s like hiring someone who’s an expert at chess to play a game that hasn’t been invented yet. We are all learning together. What works best is a team that accounts for people with experience in drug development, while at the same time having individuals with curious minds that are not held back by conventional thinking.

What you need are people who wake up at 3 AM thinking (or in a shower at 7 AM), “But what if we tried it this way?” People whose response to failure is “Fascinating!” rather than “Not my fault!” People with the intellectual curiosity of a toddler and the intensity of someone who just had three espressos. Attitude beats aptitude when you’re inventing the future.

See the following reads at Forbes and the Kindergartener versus CEOs

Epiphany #3: The Netflix Buffer Lesson

Remember dial-up internet? (If you don’t, please pretend you do so I don’t feel ancient.)

Back in graduate school, while studying network engineering, I was exposed to Queuing Theory—basically, the science of how data packets line up to be processed. It’s the difference between seamless Netflix binging and the spinning wheel of death. Here’s the kicker: biotech companies are just biological networks with the same queuing problems. When you have multiple drug candidates competing for limited resources (money, people, equipment, executive attention), you need a routing algorithm. Otherwise, everything gets stuck in buffer hell.

In platform companies with multiple assets, resource allocation isn’t just important—it’s existential. One wrong prioritization decision and your lead program stalls while your backup program burns cash. It’s like juggling, except the balls are worth $50 million each and on fire.

Enter the Focused-Team: Our Secret Weapon

So how do you solve the evolution problem, the people problem, and the resource problem simultaneously? We created something we call Focused-Teams. (Yes, the name is boring. We’re scientists, not poets). It accounts for decentralized decision making, having a cross functional set of curious individuals working closely together questioning each dogma, and finally allocating individual resources to support different teams working at different pace.

• Small, cross-functional teams (Think Ocean’s Eleven, not Ben-Hur’s army)
• Single, laser-focused goal (Not “cure cancer,” but “get compound X through IND-enabling studies by Q3”)
• 80%+ dedication (Not “I’ll squeeze this in between my other seventeen priorities”)
• Hands-on work (Everyone codes/pipettes/analyzes—no pure managers allowed)
• Minimal governance (Asking for permission is optional; asking for forgiveness is rare)
• Fixed timeline and budget (But flexible when reality laughs at your plans)
• Speed (Move fast and iterate)

This isn’t your Big Pharma compound development team where managers manage managers who manage the people doing the actual work. Our Focused Team members are the ones with their sleeves rolled up, making decisions at 7 PM on a Friday because waiting until Monday’s meeting would lose us a week. They meet in a room with a whiteboard (yes, physical presence required—Zoom doesn’t work when you need to read body language and share pizza at midnight), give them resources and a deadline, then get out of their way.

The result? Scientists who joined us to escape Big Pharma bureaucracy get to own their decisions. They fail fast, learn faster, and iterate at startup speed. Their learning trajectory looks like a hockey stick rather than a gentle corporate ladder climb.

The 3-2-1 Strategy: Our Moonshot

Earlier this year, we announced our 3-2-1 strategy:

• 3 programs in the clinic
• 2 tissue types
• 1 platform
• All by 2027

Ambitious? Sure. Impossible? We would have said yes before Focused-Teams. But now we’ve got targeted innovation teams working on platform improvements while separate teams sprint toward IND submissions. No stepping on toes. No resource wars. No death by consensus.

The Plot Twist

Here’s what nobody tells you about organizational innovation: it’s messier than your science. Focused-Teams aren’t perfect. Sometimes they move so fast they trip over each other. Sometimes the lack of governance means someone breaks something. Sometimes the intensity burns people out, if they don’t get a break or take a break. But perfect is the enemy of good and fast. In biotech, god enough and fast wins.

What Would I Tell My Younger Self when working on a novel platform/modality?

1. Stop trying to control everything. Give smart people problems and resources, then disappear (and be available for advice, and support / step in when shit hits the fan).
2. Hire for curiosity over credentials. You need a good mix of individuals that knows what needs to get done as well as question existing dogma
3. Think like a network engineer. Your resources are packets; route them efficiently or watch everything buffer.
4. Create Focus Teams. Small, empowered, fast-moving units beat large, coordinated armies every time.
5. Embrace the chaos. Biotech is jazz, not classical music. Improvisation is a feature, not a bug.

We’re still iterating on this model (and always will be—evolution doesn’t stop). Some days it feels like we’re building the plane while flying it. But that’s the thing about breaking new ground in biotech: there’s no instruction manual because nobody’s been here before. If I’m still writing blogs in a few years (and haven’t been driven completely mad by oligonucleotide chemistry), I’ll let you know if this all worked out. But right now? We’re too busy developing medicines that will help patients.

Certain statements in this blog may constitute “forward-looking statements” within the meaning of the Private Securities Litigation Reform Act of 1995, as amended. Forward-looking statements include, but are not limited to, express or implied statements regarding expectations, hopes, beliefs, intentions or strategies of Korro Bio, Inc. regarding the future including, without limitation, express or implied statements regarding execution of the 3-2-1 strategy, among others. Forward-looking statements are based on current expectations and assumptions that, while considered reasonable are inherently uncertain. Nothing herein should be regarded as a representation by any person that the forward-looking statements set forth herein will be achieved or that any of the contemplated results of such forward-looking statements will be achieved.

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By Arthur Tzianabos, CEO of Lifordi Immunotherapeutics, as part of the From The Trenches feature of LifeSciVC

Building the right team is a popular topic because it is difficult and a company’s success hinges on it. In a cash-crunched biotech environment like today, it is top of mind because as company builders, we are being asked to “do more with less.”LifeSci VC blogs like Pitfalls of the Scarcity Mindset and How Early is Too Early to Establish a Commercial Function in Biotech? have described the impact of limited resources on hiring decisions and what functions are needed when. The debate about building internal capabilities or using external consultants will rage on. But apart from whether you hire or borrow talent, you should be asking yourself what type of individual do I need to complement the team? Given how long it takes to develop a drug, needs will inevitably change and talent pools will vary. Determining the right mix of talented individuals can make or break a team. Are you continually assessing, attracting, and balancing the Jack of All Trades and Utility Players?

The Jack of All Trades (“Jacks”)

Jacks can do many kinds of work across the different functions within a company. The term was first used in the 1600s when performing manual labor was essential for survival. Today, these multi-talented individuals are still valuable contributors to the workplace and society despite the integration of AI into offices and homes. When discussing the theme of this blog, each time I mentioned, ‘Jack of All Trades’ to someone, they felt compelled to add ‘and Master of None.’ The second half of that phrase evolved over time and unfortunately, it gave Jacks a bit of a bad rap. Sometimes misunderstood, Jacks are responsible for the success of many biotechs since ‘wearing many hats’ is essential for survival. Possessing a broad range of skills, Jacks are flexible, adaptable, and reliable. They are often also great leaders, which I believe stems from their willingness to jump into any situation, bring people together and get the job done.

The ‘Jack’ Advantage

Inside the last few biotech startups I have led, I was fortunate to work alongside the same individual who is a quintessential Jack of All Trades. In fact, he was one of my first hires at Lifordi. Performing many functions and mastering more than one at several of the companies, he has assumed the role of real estate agent, IT guru, marketing and sales rep, and KOL relationship manager, among other responsibilities. He locates the ideal office space and knowingly designs a flexible layout because he knows our needs will change over time. At a prior company, when we outgrew the confines and prices of a Cambridge office, he found a great place for us in Waltham —and this was at a time when few biotechs had even considered taking that leap. He is a fierce lease negotiator, insisting on the most favorable tenant improvements I have ever seen. At a previous company, he found a spot for our new headquarters that could accommodate a full-scale gene therapy manufacturing facility and then managed the build out in record time and on budget. A few years later when we entered into a joint venture to monetize this facility, he reconfigured the space without any major disruptions to operations.

From day one, he works alongside technical experts to develop an efficient IT infrastructure.  At Lifordi, this extends across state lines and country borders. He scouts out the right equipment to buy and finds the best price. He can fix most computer or printer problems, saving countless hours of frustration for employees and maintaining productivity for the company. I have also seen him jump in to design marketing materials, partner with colleagues on the commercial team to identify global prospects and then help maintain strong relationships with doctors and clinics using our technology. At Lifordi, he consulted experts and other biotech companies to establish a new entity in a foreign country. Working closely with legal, regulatory, clinical, research, and CMC colleagues inside and outside the organization, he helps to assess needs and the associated costs, which is integral to our planning and budgeting process. A natural leader and organizational ‘go-to-guy, he has earned the highest level of respect from the team.

An Executive Assistant (EA) who is a Jack of All Trades is a rare and coveted team member. She or he can support the entire Management team, manage the office, and even handle essential Human Resources responsibilities. At Lifordi, our EA Jack of All Trades jumped right in to develop and manage our employee onboarding program, learn how to select and administer the health benefits and 401K plans, and execute the company meetings and outings, among a host of other much needed things. Our Lab Manager showed her Jack of All Trades capability by taking on our global procurement and shipping needs. She has fast become the linchpin in directing complex logistics that are required to deliver a high-quality antibody drug conjugate (ADC) to another country on time for our clinical trial. These are just a few examples of the value of the Jacks. We all need them, but do you have them in your network when building a biotech newco?

Spotting a Jack of All Trades

You can usually identify a Jack of All Trades right away. The examples above may be helpful, but you can also find a potential Jack from resumes. While a good resume should be tailored to the job description and focus on the requirements and accomplishments of the position, you should look for his/her contributions across the company and their achievements inside and outside the organization. Has their work helped the company, stakeholders, or perhaps even the field? A variety of seemingly unrelated personal interests can also be a clue to their innate curiosity, affinity for pushing boundaries, and willingness to jump in and get it done.

The advantages of a Jack of All Trades are clear, but you also need Utility Players to be successful.

The Value of Utility Players

Utility Players are highly skilled, experienced professionals who are expert within a function but can assume multiple roles within that function. As “Masters of Their Domain” they help define goals, drive strategy, and achieve results. They are experts who know all aspects of their function and how to operate efficiently to achieve the desired results.

While you probably never heard of him, the most famous Utility Player in all of baseball is Bert Campaneris, a shortstop for the California Angels who, in 1965 at the age of 23 years, became the first player to play all nine positions in one game (only four others have achieved this). Bert’s story is worth reading if you have the chance, but suffice it to say it’s a thriller, reminiscent of the famous baseball poem Casey at the Bat. The game began with an incredible start and ended with a 5-3 win in 13 innings. Unfortunately, Campaneris wasn’t there to see how it played out because this ‘super utility player’ was headed to the hospital after his inning-ending save as catcher. While Utility Players perform multiple roles within a function, like Campaneris, they shouldn’t play them all and never on the same day.

To illustrate the versatility and value that a good Utility Player brings to the team, consider the Chief Technology Officer (CTO). The CTO Utility Player can be a sinner or savior of biotech companies. Manufacturing is frequently the reason for significant delays and the subject of CRLs. More often than not, they are among the unsung heroes that get new drug applications (NDAs) accepted. He/she is experienced in process development and Good Manufacturing Practice (GMP) clinical and commercial manufacturing, analytical development and quality control, as well as cold chain logistics and management.

At Lifordi, the level of expertise required for this role is heightened by our need to manufacture an antibody drug conjugate (ADC) with a drug to antibody ratio (DAR) of 8. The ADCs’ three components: the drug, monoclonal antibody and linker, must be optimized and manufactured separately and then assembled into an easy-to- administer subcutaneous injection. Understanding the complexity and long-lead time required, it made sense to hire our CTO Utility Player prior to officially founding the company. This enabled him to begin transforming research grade ADCs into reliable, reproducible and scalable products under the GMP conditions required for IND-enabling studies. However, we are lucky that our CTO is a veteran C-suite team player who also understands the broader business enterprise view of the Lifordi mission, which is also extremely valuable.  Today, our ADC drug is vialed, labeled and ready for shipping to clinical sites despite the fact that CMC is usually on the critical path for a clinical study.

Chief Medical Officers (CMO) are another good example of Utility Players. Many people believe a CMO needs to be a domain expert in particular therapeutic area(s) of interest. This is not always the case. With a strong team of external clinical and regulatory advisors, including former heads of medical societies in relevant disease areas, it may be more important to hire an expert in first-in-human (FIH) studies. This is the case at Lifordi where our CMO Utility Player is an expert ‘clinical trialist’ who has led more than a dozen FIH studies. What’s more, he previously worked with the clinical research organization (CRO) and some clinical sites we selected for our global trials. Expert in designing a highly flexible, easy to follow, patient-centered FIH study protocol, and effectively managing global clinical operations as well as placebo rates, he is essential for success.

Finding the Right Mix of Jacks and Utility Players

Establishing just the right mix of Jack of All Trades and Utility Players cannot be underestimated. Further complicating this equation is that the mix will fluctuate. People learn and grow, company needs change, and market conditions will dictate. With the proper motivation, aptitude, guidance and opportunity, Jacks can also move on to become Utility Players. While this temporarily disrupts the delicate balance and challenges the team to divvy up some desperate responsibilities, overall, it is good for them and the company.

Determining the right mix of Jacks and Utility Players largely depends on a company’s business strategy, stage of development, and available resources. However, understanding how to spot them, attract them and the best way to leverage the value they bring is more than half the battle. Striving to maintain a healthy balance of both is how you build a great team that can deliver revolutionary medicines to patients and caregivers, and ultimately, create the greatest value for all stakeholders.

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