Meet the LifeScience ORG CEO
Lu Alleruzzo - Immunophotonics
What called you to lead?
Honestly, I never set out to lead. I think, for most people, it’s more natural to follow or be guided. But I’ve always been pragmatic, and over time I realized that if you want something to happen, sometimes you have to step up and do it yourself. This doesn’t mean you can do it alone, but you have to have the vision and align a talented team to accomplish anything of significance.
A few years back, I built a 1969 Mustang from the ground up - every nut and bolt. People told me it couldn’t be done. But if you take the time to understand how to act, make corrective adjustments, and most importantly, engage those who can help/guide you – it is very much possible. This experience really reinforced that leadership is about seeing a path forward and creating the right environment and team, no matter how challenging the task.
I’m clearly a strong believer in the power of relationships. But, it takes more than the collective wisdom and collaboration of others to solve complex problems. You also have to recognize your weaknesses, build the right team based on your evolving goals, and be open to feedback – which can often be hard to hear. When I was conducting brain cell research, it was incredible to see the innovation and exchange of ideas between scientists. However, when it came to translating those ideas to benefit society, a lot of time could have been saved if these brilliant individuals had included more people early, with very different skill sets or perspectives. This is something that has always come naturally to me and I continue to adopt this leadership philosophy.
On that note, it often catches me off guard that while we are all trying to do something novel, I often see quite a bit of judgment in this industry on what others are doing and not believing in our colleagues’ foresight. By definition, true innovation lies in the unknown. Excluding those who are working on “me too” drugs, the majority of us in the biotech/medtech industry are working on breakthroughs. For example, working in Amsterdam, I discovered the rarely emphasized story of Keytruda. The product was acquired by Merck, shelved, planned to be out-licensed – nearly forgotten. However, one individual believed in it (don’t judge me on the oversimplification), remained convinced, continued to champion it, and now it’s a multi-billion-dollar drug. There is a lot of power in perseverance, believing in the impossible, and accomplishing something truly innovative.
To do that, in addition to a vision and the right team, if something is important enough, you have to stick with it despite the many obstacles that will come. I’m not sure why, but I would consider this a core trait that has helped me lead. And while I can be stretched thin like everyone else, I find encouragement from those who have gone before me, e.g. the Keytruda story. In fact, when I first encountered our company’s technology - what we now call interventional immuno-oncology – many people thought it wasn’t possible. After seeing the results myself, I truly believe in the potential of this concept. As such, I take the responsibility upon myself to push it forward, leveraging every connection I have. That’s ultimately what leadership means to me: taking ownership and bringing people together to make the impossible a reality. And as a leader of Immunophotonics, I am doing just that. Proving that routine tumor destruction techniques, such as radiation and ablation, have the potential to be much more powerful for patients in need.
Lu’s full profile is available for our members inside the community.