Innovating, Mentoring, and Leading the Next Generation in CGT – Part 1.
By Sofia Prado-Irwin
Innovating, mentoring, and leading the next generation in CGT
Orange County Bio recently announced its Leadership Advisory Council (LAC), a collective of highly respected industry leaders that lead and shape the Cell and Gene Therapy (CGT) community. To share our Council’s wisdom, Orange County Bio is pleased to announce the CGT Leadership Blog Series – “Leading the Future of CGT.” Over the coming months, our LAC members will share their experiences and lessons gleaned as leaders in CGT. Speaking for the industry, we look forward to reading and absorbing their guidance.
“Leading the Future of CGT” begins with Audrey Greenberg. Greenberg is a prominent and well-respected leader in the Cell and Gene Therapy industry. Founder, entrepreneur, pioneer – these words only begin to describe her. She has two decades of executive leadership in areas such as private investment, CDMO startups, and commercial operations. Her countless accolades speak to her extraordinary abilities to innovate, strategize, and above all, get results. Orange County Bio spoke with Greenberg about her experiences, approach to leadership, and strategies for success. The following is a free-flowing discussion on the topic of leadership.
The Interview
Orange County Bio (OCB): As a leader in the cell and gene therapy space, what drives your vision for the industry’s future? How do you inspire your team today and prepare stakeholders for the future?
Audrey Greenberg (AG): My vision for the future of cell and gene therapy is grounded in transforming patient outcomes and advancing healthcare through breakthrough innovations. I am driven by the potential to deliver life-saving therapies that impact lives on a global scale. Every decision we make keeps the patient at the forefront—this shared purpose aligns and energizes our entire team.
To inspire my team and prepare stakeholders for the future, I emphasize a culture of innovation combined with a clear strategic focus. I encourage continuous learning and adaptation, given the rapid advancements and regulatory shifts in the CGT field. By creating a collaborative environment where team members feel empowered to contribute ideas and tackle challenges, we foster resilience and creativity.
For stakeholders, I prioritize transparency and a data-driven approach to keep them aligned with our vision and milestones. Clear communication around progress, challenges, and opportunities ensures that everyone, from investors to partners, understands and shares in our commitment to pioneering cell and gene therapies. This dual focus—on the immediate goals and the transformative potential of our work—sustains our momentum and sets us up for long-term impact. Lastly, but most importantly, I would add the patient. Ultimately, it’s all about getting cures for the patient. That’s how leaders in CGT motivate our teams. Everything that we do has the patient in mind.
OCB: What strategies do you employ to guide your organization through the complexity of the CGT landscape?
AG: Navigating the complexities of the CGT landscape requires a strategic, multi-layered approach. First, I focus on building a team of individuals who not only understand the intricacies of CGT but also have a depth of experience in overcoming the unique challenges in this field. I ensure that we have subject matter experts (SMEs) engaging directly with clients, enabling SME-to-SME conversations that build trust and confidence. This alignment helps clients feel assured that we understand their concerns and can address them with precision.
Maintaining strong, proactive relationships with regulatory authorities is another key element of our strategy. Given the constantly evolving regulatory landscape, these relationships allow us to stay agile and informed, positioning us to anticipate changes and respond effectively. The dynamism of CGT requires us to be continuously vigilant and adaptable, ensuring we stay at the forefront of innovation while managing risk and compliance adeptly.
Audrey Greenberg tries out the podium at Philadelphia City Hall.
OCB: What is your approach to hiring good leaders?
AG: You want to make sure that there’s an alignment of interest. Then, compensation comes to the table as well as giving equity to help ensure long-term incentives. People are very motivated when they know that they have a stake in the business. Another aspect I look for is prior management experience.
But I actually think it’s more important to hire people, especially at the leadership level, that have a place in their heart for your mission and are highly passionate about what you’re doing.
But I actually think it’s more important to hire people, especially at the leadership level, that have a place in their heart for your mission and are highly passionate about what you’re doing. They are charismatic and excited about what you’re creating, which will show up in their work, their team, and the team’s work ethic.
OCB: How do you build a high performing team?
AG: My approach to hiring strong leaders begins with ensuring alignment of interests and long-term commitment. Compensation and equity play a key role here, as leaders who have a vested stake in the company’s success are naturally more motivated to drive growth and innovation. Experience in management is valuable, but passion and alignment with our mission are even more crucial.
I seek leaders who bring not only technical expertise but also a deep connection to our mission—a quality that resonates in their work and inspires their teams. Leaders who are passionate and purpose-driven bring a unique energy that elevates team morale and performance, fostering a culture of resilience and dedication.
Beyond alignment and passion, I prioritize adaptability and strategic vision. In the fast-evolving CGT space, leaders must be agile, able to pivot quickly, and strategically anticipate industry shifts. The best leaders balance visionary thinking with operational excellence, steering the team toward ambitious goals while staying grounded in practical execution.
Lastly, I value leaders who are collaborative and empathetic, recognizing that effective leadership means building relationships and empowering others. Great leaders inspire through example and foster a supportive environment where diverse perspectives can flourish. This holistic approach to leadership ensures we have a team equipped to navigate complexities and drive meaningful progress.
OCB: How do you balance innovation with risk?
AG: That is the most wonderful question ever! And I’ll tell you why.
Balancing innovation with risk is one of the core challenges in any high-growth, cutting-edge field.
Balancing innovation with risk is one of the core challenges in any high-growth, cutting-edge field. In my experience, the most successful organizations are led by visionary leaders who aren’t afraid to explore bold ideas and push boundaries. However, unrestrained innovation without consideration of risk can lead to instability. That’s why effective companies also have a grounded, strategic counterpart—a voice of reason—that brings a cautious perspective to the table.
The real key is fostering a dynamic where both perspectives are valued and work together productively. This balanced collaboration between visionaries and pragmatists creates an environment where innovative ideas can flourish, but within a framework that manages risk responsibly. When teams can engage in open, constructive debate and align on balanced decisions, it’s possible to achieve both breakthrough advancements and sustainable growth. This synergy is, in my view, the hallmark of a successful, resilient organization.
OCB: In CGT, we work with a mix of talent ranging from scientists, experts on the clinical side, regulatory staff, and marketing experts. How does the industry foster an environment where these people all work well together?
AG: Creating a cohesive environment in CGT starts with a clear and shared understanding of the company’s long-term financial and strategic objectives. Defining a strong five-year plan and then breaking it down into annual, departmental, and individual goals helps each team understand their specific contributions. For instance, we outline how 2025 targets impact each function—from marketing and R&D to manufacturing and sales—so that every team understands how their work ties directly into broader objectives.
To reinforce this alignment, we establish clearly defined, measurable KPIs at both the business unit and individual levels. Tying compensation and incentives to these KPIs ensures that everyone is equally invested in achieving the company’s strategic goals. Regular check-ins allow us to track progress, celebrate wins, and address any challenges proactively.
An open line of communication is critical—teams need to be encouraged to discuss progress, adapt to any obstacles, and share updates transparently, especially with investors and stakeholders. This regular rhythm of assessment and re-engagement ensures that all departments move in sync, fostering a collaborative, goal-oriented environment where diverse talent can work effectively toward shared success.
In Reflection
Audrey Greenberg is an indisputable force in the CGT industry. Throughout her tenures as a founder and C-suite executive at numerous companies and organizations, she has always exemplified outstanding leadership. Her focus on strong teams, clear business strategy, and raw courage have all contributed to her great success. Stay tuned for the next installment of our Leading the Future of CGT, in which Greenberg will reveal her approach to mentorship, nurturing talent, and supporting the future leaders of CGT.
