Wolf&Grayson EditorialBiotech companies entering the late-stage growth phase often face a precarious balancing act. The natural tension between long-cycle R&D and shareholder expectations captures the challenge of balancing scientific progress with market realities. Moderna’s tense pre-IPO years, when the company faced pressure to turn years of R&D into market-ready products, show how difficult it can be to sustain momentum and investor confidence while science catches up with expectations. Investors expect measurable milestones, regulators demand precision, and patients wait for outcomes that can change lives. The leaders who succeed are those who can translate scientific discovery into durable enterprise.
Dr. Amit Rakhit, a physician turned biotech executive, has spent nearly 25 years guiding organizations such as Bristol Myers Squibb, Biogen, Ovid Therapeutics, and now BlueRock Therapeutics through moments of transformation. “Being a physician gives you a unique perspective because you’ve actually been working with and treating patients,” shares Rakhit. “My training has always centered around putting the patient first. That perspective helps me translate complex science into meaningful strategy.”
Rakhit began his career in clinical medicine on the pediatric cardiology and transplant wards at Boston Children’s Hospital before moving into industry in 2001, joining Bristol Myers Squibb to make a broader impact on patient care through drug development. Whether at Biogen, where he oversaw global medical affairs for multiple disease areas, or at Ovid Therapeutics, where he helped lead the company from its early stage through IPO, his approach has been guided by one question: Will this make a real difference for patients?
Preparing for IPO Readiness
Rakhit has led companies through IPOs and knows firsthand how high the stakes can be. “An IPO is an exciting and stressful time. Everyone needs to be aligned and understand why they’re doing it.”
He highlights three non-negotiable priorities for CEOs preparing for public markets: clarity of vision, operational excellence, and transparent culture. Rakhit highlights three non-negotiable priorities for CEOs preparing for public markets:
- Clarity of vision – Everyone in the organization must understand why the company exists and where it’s headed.
- Operational excellence – Strong governance, reliable data, disciplined execution, and compliance are crucial once a company becomes public.
- People and culture – Transparent communication and trust are vital during the stressful IPO process, which can test morale and relationships.
The IPO, however, is not the finish line, but the beginning of a new phase focused on advancing science, developing medicines, and continuing to serve patients.
Navigating the Biotech Bottleneck
The most formidable phase of a biotech company’s journey is the late stage, where science finally meets the realities of scale. Rakhit describes this as the moment when scientific vision collides with the practical demands of capital, talent, manufacturing, and regulatory readiness. “It’s a period where uncertainty can be highest and your resources may be most constrained,” he says. “The challenge becomes protecting that scientific vision while building operational discipline at the same time.”
That balance, he argues, defines the companies that endure. “The ones that succeed evolve from being purely science-driven to being execution and mission-driven without losing sight of why the science matters in the first place.” As biotech companies grapple with scaling science into sustainable operations, a new factor is changing the equation: artificial intelligence. “From predicting disease biology to optimizing clinical trials, AI’s potential is enormous. But technology won’t replace leadership. It’ll redefine it.”
Tomorrow’s biotech CEOs, he believes, must be fluent in data science and skilled at leading cross-disciplinary teams. “The best leaders will act as translators, connecting AI insights to real patient impact,” he says. “They’ll need to balance technological possibility with purpose, ensuring their organizations remain inclusive, diverse, and patient-centered.”
Looking Ahead: Purpose, People, and Progress
The future of biotech is one of both opportunity and greater responsibility to patients. The growing influence of AI and globalization is already reshaping how late-stage companies operate, from using global data sets to design more efficient clinical trials to leveraging AI to predict manufacturing needs or streamline regulatory submissions. “We’re in an exciting time,” he reflects. “It’s important to look at where we’ve been and how we’ve gotten here, but also to think strategically about how we fit into the global healthcare ecosystem, balancing innovation with accessibility and sustainability.”
For more insights, connect with Dr. Amit Rakhit on LinkedIn or visit his website.
