„Industry offers a broader range of career advancement opportunities and flexibility in professional roles.“
We’re on an interview tour to learn from leaders in sectors beyond academia. This time, we are in San Diego! Former Graz resident and Associate Director, Clinical Scientist at Johnson & Johnson Innovative Medicine Evelyn Walenta tell us about her research and leadership journey.
Q 1: What is it you do?
Since I started at J&J Innovative Medicine, I have held three positions. In a nutshell, I focused on the design, execution, and regulatory compliance of clinical trials for complex compound programs. My roles involved contributing scientifically to cross-functional teams, developing trial protocols, managing study reports, and preparing essential regulatory documents.
Responsibilities included overseeing the design and execution of Phase 1, 2, and 3 clinical trials, coordinating safety monitoring, and assessing clinical study data in collaboration with physicians. This included aligning strategies across various development teams, supporting clinical trial setup and operations, and ensuring that all deliverables were met on time and within budget.
Additionally, the roles required managing risks, ensuring compliance with global regulations, leading inspection readiness efforts, and fostering team engagement and collaboration. Leadership, mentoring team members, and contributing to continuous process improvements are essential aspects of the positions I held.
Q2: How does leadership in your sector compare to academia?
In my experience, the leadership structure in academia tends to be quite rigid, with clearly defined career pathways, where students and postdoctoral researchers report directly to professors. In contrast, industry offers a broader range of career advancement opportunities and flexibility in professional roles. This diversity of pathways contributes to a significant motivation from companies to invest in the development of their employees' skills, including leadership capabilities. Employees who feel valued and empowered to pursue their careers while making a meaningful impact are more likely to be motivated, productive, and committed to the organization.
During my time at UCSD, there was only one leadership course available, organized by the postdoctoral association, highlighting a limitation in professional development opportunities. In contrast, at J&J Innovative Medicine, I have attended various leadership training sessions at least biannually, backed by substantial encouragement and support from the company.
Additionally, there are regular 1:1 "skip level meetings" that allow higher-level management to gain insight into the challenges employees face, ensuring that no one feels overlooked or unseen. I've observed a strong emphasis in industry on ensuring that every employee's voice is heard, fostering communication across all levels of the organization. This collaborative approach recognizes that each individual plays a crucial role in enhancing processes, and every contribution is valued.
Q3: How did you "learn" leadership?
I believe to develop leadership skills we need both training, as well as practice. I have been fortunate to participate in numerous leadership courses, and I intend to continue this pursuit. There is always more to learn in the realm of leadership and I believe that continuous leadership training is invaluable. My initial experiences as a Postdoctoral researcher and PhD student—mentoring students, conducting classes, and engaging in similar activities—laid a small foundation, but my learning accelerated when I began my role as a CRA at IQVIA.
During an intensive three-month training program, I gained insights not only into the essentials of clinical research but, more crucially, effective communication strategies. I learned how to motivate individuals to undertake tasks they may be reluctant to perform or believe are not their responsibility. This training included practical instruction on professional email writing, effective phone communication, and persuasive techniques that allow for constructive dialogue without overt confrontation. Following this foundational training, I benefited from extensive experience sharing and ongoing coaching, further enhancing my skills and expertise.
Q4: What interests you especially about leadership?
I am passionate about successfully executing large-scale projects, which in my experience has involved leading global, cross-functional teams of up to approximately 100 individuals. My approach centers on motivating team members and supporting them in reaching their full potential. I believe that tapping into the diverse ideas and perspectives of all team members can significantly enhance our outcomes.
Building connections and fostering relationships are crucial elements in my leadership philosophy. Understanding the unique motivations and strengths of each team member enables us to achieve more collectively than merely assigning tasks and managing workflows. This realization was one of the key lessons I learned after leaving academia. I found that projects progress more smoothly and effectively when we inspire passion and engagement, rather than simply dictating what to do and how to do it.
While many in academia may focus on the ambition to earn degrees and produce impactful research, I see ample opportunities for improvement. For instance, after my undergraduate research project overseas on a protein with potential therapeutic applications in oncology, I presented my findings to my professor at TU Graz. Although he expressed interest in the pathway, his dismissive remark that "nowadays everything is curing cancer" was disheartening.
Similarly, as a Postdoctoral researcher, I was told “we healed diabetes in mice a thousand times” when sharing data on a new compound in an animal model. While this may be true, the decision to highlight past failures rather than support new ideas felt counterproductive. These experiences instilled in me a commitment to never diminish the work of others or to dismiss their aspirations as unrealistic.
As leaders, it is our responsibility to nurture dreams and ambitions, reinforcing the idea that any research could be the key to a significant breakthrough. It’s important to recognize that innovative solutions can emerge unexpectedly (Hello, Viagra). That said, I am continuously learning and evolving in my approach to leadership every day.
Q5: How could University of Graz researchers engage with you?
I am excited to join the discussion on 'How Does Good Leadership Work in Practice?' at the Uni Graz PostDoc Event on 'Collegiality, Good Leadership, and Academic Kindness' on April 16th, 2025. Additionally, I am always happy to chat and provide mentorship whenever needed.
Evelyn Walenta is available as a contact in our Address Book for Careers Beyond Academia. We’re excited to have her as a speaker in April, and are very grateful she took the time for this interview!
(Questions: Johanna Stadlbauer, 25.11.2024)
Previous interviews:
- Axel Struss, Consultant: How does leadership in academia compare to industry leadership?
- Marie Therese Stampfl, City Library: A leadership team sparks innovation
- Elli Scambor, Institut für Männer- und Geschlechterforschung: Managing social research projects that are built on Europe-wide collaborations