Leadership evolution: building the right team for US growth 

For UK life science and technology companies, entering the US market isn’t just about strategy and investment, it’s about evolving leadership teams to meet the demands of each stage of growth.

As highlighted during the recent CXO event hosted at the Royal Society of Medicine, successful expansion into the US requires intentional shifts in skills, structure, and mindset. 

From discovery to commercial execution 

Most companies begin with a scientific or technical focus, but that must evolve as the business matures. Panelists agreed that organisations must transition “from one shaped for discovery and early-stage development, through clinical development and into its full commercial stage.” Each phase brings new demands and requires new capabilities. 

That evolution includes appointing leaders with commercial, regulatory, and investor-facing experience. It also means preparing your board and executive team for the expectations of US stakeholders. 

Rebalancing the board 

Attracting US investors often means reshaping your board. A common benchmark? “A minimum of one US-based board member is the starting point. A US-based chair is a great advantage.” These additions help bridge cultural and operational gaps, provide local insight, and strengthen governance in line with US norms. 

Will West, CEO of CellCentric, reinforced this approach, describing how his company expanded its leadership team and US presence as part of its strategic growth. “The goal is to build a global company… the USA is a vital market,” he noted. 

“The goal is to build a global company… the USA is a vital market.” 

Line management and communication 

One often-overlooked challenge is how reporting lines work across borders. Will West shared a candid observation: “It doesn’t work well and isn’t fair to those concerned” when employees report transatlantically. Instead, CellCentric has ensured line management relationships remain “close to home” while aligning globally on strategy and values. 

Building for what comes next 

Leadership evolution is not just about replacing people, it’s about layering in new skills. This includes regulatory affairs, quality assurance, and financial leadership capable of managing both UK and US reporting standards. As the report put it, “Your leadership team will need to be appropriately equipped to execute your commercialisation and market entry strategy.” 

The shift is not always comfortable but it is necessary. 

As your company grows into the US market, revisiting your leadership structure isn’t optional, it’s a core part of scaling successfully. Build early, build wisely, and align leadership with where you’re going, not just where you’ve been. 

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