The New Race for Talent in Life Sciences and Healthcare
April 3, 2025 – The life sciences and healthcare industries are experiencing unprecedented growth, creating intense competition for top-tier talent in an increasingly complex and tech-driven landscape. As the demand for highly specialized roles rises—spanning biotech, data science, and digital health—organizations must rethink their leadership strategies to stay ahead. At the forefront of this evolution, Mattson & Company/GMiQ is helping clients navigate shifting hiring dynamics, longer recruitment timelines, and the growing importance of employee value propositions, succession planning, and leadership fit in an era where agility, innovation, and cultural alignment are more critical than ever.
“Unprecedented industry growth across the life sciences/healthcare sectors have made the race for talent fiercer than ever,” said Richard Stein, founder and co-head of Mattson And Company/GMiQ. “Top tier candidates that Mattson & Company interviews regularly, especially in healthcare, pharmaceutical and research and development (R&D) are highly sought after and are being locked in contractually for longer periods. For many companies in 2025 this also means a longer recruitment process to fill jobs, particularly in highly specialized niche areas.”
“As life sciences and technology converge, there is an increased focus on recruiting professionals with the expertise to deliver tech-enabled solutions,” Mr. Stein said. “Roles in biotech, bioinformatician, data analysis and digital product management will continue to rise this year as companies compete to stay at the forefront of a rapidly evolving sector. CEO’s must have very strong CFO’s ideally with investment banking expertise in 2025 to bring deal expertise. There has also been a growing number of leadership moves where investment bankers are now joining early-stage companies and ultimately becoming CEO’s.”
Related: Keys to Succession Planning in Healthcare
“Equally, the practice of having a scientist always appointed as the CEO is becoming outdated in favor of a new generation of business leaders,” Mr. Stein continued. “A growing trend has been centered around the overall employee value proposition which remains more important than ever, and employers must work hard to distinguish themselves from other players in the market to create a compelling employee value proposition to attract top talent. This is particularly pertinent for those candidates who are risk averse to a career move. We see the recruitment of senior leaders in the life sciences and healthcare sectors rapidly evolving in response to industry growth, technological advancements including AI, as well as shifting workforce expectations. The proliferation of AI also has meant that C-suite leaders will need this hone this skillset and expertise themselves both inside the executive committee and board level.”
A Profound Transformation
The life sciences and healthcare industries are undergoing a profound transformation, driven by technological advancements and shifting customer needs, according to Mr. Stein. “Over the next year, leaders must be better equipped to anticipate and navigate emerging trends, foster innovation, and build agile teams that can adapt to rapidly regulatory and market changes given the new administration,” he said. “AI and machine learning are revolutionizing drug discovery, enabling faster research, predictive analytics, and personalized medicine. Organizations that have wisely invested in AI-driven R&D, have built strategic partnerships with tech firms, and that have cultivated a people analytics and data-driven culture will gain a competitive edge. Similarly, digital health is reshaping care delivery through technology and remote monitoring. Leadership must continue to drive digital transformation by integrating these innovations into existing healthcare models while ensuring teams are equipped with the necessary technological expertise.”
Richard Stein is founder and co-head of GMiQ, with a distinguished career focused on supporting C-Suite executives in global corporations and financial services organizations. He is a top advisor in talent acquisition, development, and retention across the Americas, Europe, and the Middle East. His expertise spans all segments within financial services and has been an acknowledged leader across banking, wealth management, risk, and capital markets. Throughout his career, Mr. Stein has led search and competitive intelligence assignments for major corporations, investment banks, hedge funds, asset managers, and alternative investment firms worldwide.
Mr. Stein also stresses that forward-thinking leaders must align R&D investments with these breakthrough therapies, collaborate with regulatory bodies to accelerate approvals, and attract talent with expertise in gene editing and biomanufacturing. “This continues to be a hot area,” he said. “Likewise, genomics and precision medicine are enabling highly targeted treatment approaches, reducing inefficiencies in traditional prescribing. Organizations must prioritize genomics research, form strategic alliances with biotech firms, and build multidisciplinary teams to drive innovation. Beyond scientific advancements, sustainability and ESG considerations are becoming central to healthcare strategy and therefore the talent required to lead it will continue to be key.”
Companies that have fully embedded ESG initiatives into their core operations, optimized supply chains, and prioritized sourcing will be well-positioned for long-term success, Mr. Stein explains. “Firms continue to source to tier talent in these areas,” he said. “Winners will be separated from losers in how they continue to embrace digital transformation, regulatory adaptability, and L&D within their respective organizations. Fostering a culture of accountability where everyone understands their role in achieving organizational objectives will be key and this means actively involving leaders in strategy discussions, providing regular feedback loops, and ensuring everyone is aligned with the overall vision and priorities.”
Leadership Skills and Cultural Fit
Assessing candidates for senior leadership roles in the life sciences and healthcare sectors requires a comprehensive approach that extends beyond technical expertise. Mattson and Company’s assessment process combines a rigorous scientific approach with the more complex and harder to assess softer skills analysis.
“Organizations must identify leaders who not only possess deep scientific and operational knowledge but who also demonstrate strong leadership capabilities, ethical integrity, and cultural alignment,” Mr. Stein said. “Structured interviews remain a cornerstone of the evaluation process, offering insight into a candidate’s ability to navigate regulatory complexities and lead teams through industry shifts. By examining past experiences in handling risk management or driving innovation, organizations can gauge how candidates approach problem-solving and change management. Leadership assessments, including psychometric evaluations and 360-degree feedback, further provide a data-driven view of a candidate’s decision-making skills, emotional intelligence, and ability to manage regulatory pressures.”
Related: Mastering Senior-Level Job Interviews in Life Sciences and Healthcare
To simulate real-world challenges, case studies and scenario-based exercises are often utilized, testing a candidate’s ability to strategize and lead under pressure, according to Mr. Stein. “These exercises reveal critical competencies such as risk management, regulatory compliance, and stakeholder engagement,” he said. “Cultural fit remains equally if not more important, particularly in mission-driven healthcare organizations where leadership philosophy must align with corporate values. In-depth discussions with potential peers and direct reports also help determine whether a candidate’s leadership style resonates with the company’s vision. Doing a deep dive and looking at the candidate’s regulatory history, past roles, and references ensures they have consistently upheld industry standards. Speaking with former colleagues, supervisors, and industry connections provides further validation of leadership capabilities and adaptability.”
Building and Maintaining Relationships
Building and maintaining relationships with top talent in the life sciences and healthcare sectors requires a systematic year in year out strategic, proactive approach to ensure a strong pipeline of candidates for executive roles. In an industry marked by rapid innovation and regulatory complexities, executive search professionals must go beyond transactional hiring and cultivate long-term engagement with high-calibre leaders, Mr. Stein explains.
This has been a key differentiator for Mattson and Company. “Conferences, webinars, roundtables, and networking all highlight a forensic focus on industry involvement which are critical to being on top of industry trends,” Mr. Stein said. “Establishing a visible presence across the life sciences community especially on human capital thought leadership enhances our credibility and positions our firms as a trusted advisor,” he said. “A personalized approach to relationship management is equally essential. Regular check-ins, career milestone acknowledgments, and relevant industry updates help maintain meaningful connections with industry subject matter experts even when there is no immediate role to fill. Maintaining a world class talent database allows us to track candidate progress, skills, and aspirations, ensuring swift access to top executives when leadership opportunities arise.”
Mr. Stein also noted that technology, including CRM tools, play a crucial role in managing and developing these relationships proactively. “Strategic partnerships with academic institutions, industry associations, and research organizations provide also is another way to access to emerging top talent and thought leaders,” he said. “Additionally, leveraging referral networks from trusted executives enhances access to passive candidates who may not be actively seeking opportunities but remain open to the right leadership role. Cultural fit assessment is equally important for us as it ensures that potential hires fully align with an organization’s mission and values for long-term success.”
Related: Leadership Void: Change Agents Sought for Life Sciences Sector
Contributed by Scott A. Scanlon, Editor-in-Chief and Dale M. Zupsansky, Executive Editor – Hunt Scanlon Media
