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Over the past seven posts, we’ve unpacked the realities of boardroom leadership in diagnostics:

• Understanding the market before building the product.

• Keeping finance and strategy inseparable.

• Hiring and evolving the right team for each growth stage.

• Managing risk like it’s part of the business model because it is.

One theme kept surfacing: in diagnostics, commercial success is as much about board discipline as it is about scientific brilliance.

The companies that thrive aren’t just the ones with the best assays.
They’re the ones with boards that:

• Challenge assumptions without paralysing progress.

• Raise capital at the right time, from the right sources.

• Treat resilience as a core asset, not an afterthought.

If you’ve read the series, I’d love to hear:

• Which lesson resonated most with your own experience?

• What’s missing from the conversation on diagnostics governance?

• Because while this series ends here, the real work in boardrooms, labs, and markets — continues every day.