When Big-Company Talent Stalls in Small-Company Reality
TL;DR: Big-company execs often struggle in lean, fast-moving environments—not because they lack talent, but because they bring the wrong playbook. Here’s why that happens, what it costs, and how to help them recalibrate and thrive.
You’ve seen it happen.
You hire a seasoned executive from a top-tier, global organization—someone who’s led massive teams, scaled operations, delivered results at scale. On paper, they’re perfect.
But a few months in, things start to unravel.
Not because they aren’t talented.
But because what made them successful there is holding them back here.
Sound Familiar?
They push for “alignment meetings” before action even starts.
They want to build a team before proving the role.
They grumble about what’s “missing” instead of leaning into what’s possible.
They act like the basics—calendar management, hands-on execution—are beneath them.
And your team? They start to disengage.
The very hire meant to elevate the business is now quietly draining momentum.
This isn’t just friction.
It’s a real, visible risk—with cultural, operational, and financial consequences.
If You’re That Leader
If you’re making the leap from a big, complex org into a high-growth, resource-constrained one—this might feel uncomfortably familiar. That’s not a failure. It’s a signal. What got you here won’t carry you forward without adjustment. This post breaks down what to shift—and why it matters.
Why It Happens
These leaders aren’t failing because they’re wrong for the business.
They’re failing because no one helped them make the leadership pivot.
What worked at BigCo doesn’t work in a high-velocity biotech.
Here, leaders must be fast, humble, hands-on, and visible.
This is the difference between “being impressive” and “being effective.”
What Successful Adaptation Looks Like
When I coach these leaders, we focus on a simple recalibration:
✅ Listen First – Culture isn't a memo. It’s listening deeply and building trust before making moves.
✅ Model Visible Ownership – In lean, high-growth companies, leaders build trust by jumping in: whether it’s crafting their own slides, troubleshooting with a scientist, coaching a junior teammate, or solving operational gaps without waiting to be asked. It’s not about the task—it’s about showing nothing is beneath them.
✅ Simplify, Then Scale – No big-company playbooks. Just “what works now.”
✅ Stay Human – Earn respect by rolling up sleeves, not by wielding titles.
The Real Cost of Getting It Wrong
When this pivot doesn’t happen, the cost is real:
A team that quietly checks out.
A board that starts asking questions.
A reputation hit you can’t afford—because every VP+ hire in biotech is a visible bet.
Worse, you waste time and money—not just in salary or recruiter fees, but in the loss of momentum and credibility.
Coaching Makes the Difference
This is where coaching isn’t a perk—it’s a protective investment.
It helps these leaders:
Rewire habits without losing edge.
Build influence without bureaucracy.
Introduce structure that serves, not stifles.
Earn trust by doing—not just directing.
Your Move
If you’ve got a leader at this crossroads, you’ve got a choice:
Let them flounder—and risk the team, the timeline, and the trust.
Or help them become the kind of leader your business needs now.
Let’s make that pivot happen.
I work with leaders making the leap from enterprise-tested to enterprise-worthy—no matter the size of the company.
Related Reads…
Loyalty feels like a virtue. But in biopharma, loyalty without leverage can hold you back. In this article, originally published in BioSpace, I share a simple framework to help leaders know when loyalty is serving them—and when it’s putting their careers at risk.