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In diagnostics, technology is the enabler, but people are the driver.
It’s the lab scientist who spots the anomaly before it becomes a recall.
The quality manager who passes an audit with zero non-conformities.
The commercial lead who secures that first high-volume hospital contract.

Boards often spend hours on product strategy and funding but far less time on talent strategy. That’s a costly oversight.

1. Hire for Scale, Not Just for Now
Start-ups often hire for the immediate problem: “We need someone to run the NGS validations this month.”
But the talent that gets you through R&D isn’t always the same talent you need for scaling manufacturing, managing distributor networks, or navigating reimbursement systems.
Boards should help the CEO anticipate these shifts early and ensure funding rounds cover the cost of upgrading capability.

2. Culture Fit is Commercial Fit
In diagnostics, timelines are tight, errors are expensive, and regulatory scrutiny is intense.
A misaligned hire at senior level can cause delays, distract leadership, and burn investor confidence.
Boards must press management on how they assess both skills and values alignment before hiring.

3. Talent is a Funding Risk Multiplier
Investors know that execution risk rises when leadership turnover is high or when key technical expertise is missing.
I’ve seen funding rounds stall because due diligence flagged an overreliance on one or two individuals.
Boards can mitigate this by insisting on succession planning and documented knowledge transfer well before the data room opens.

4. Don’t Underestimate Commercial Skills
Many diagnostic founders underestimate the challenge of market entry.
Securing tenders, negotiating with procurement, and navigating complex buying cycles require specialised skills — not just passion for the product.
Boards should make sure commercial capability gets built in parallel with technical and regulatory capability.

5. Equity Can Be Your Talent Magnet
When cash is tight, equity can attract top talent, but boards must set clear performance milestones to avoid value leakage.
A well-structured equity plan aligns incentives with both short-term delivery and long-term valuation growth.

Final Thought:
In diagnostics, talent strategy is business strategy.
A world-class test in the wrong hands won’t make it to market.
Boards that invest in the right people at the right time and protect that capability under funding pressure give their company the best shot at commercial success.

References
Deloitte (2024) Medtech Talent: Building the Workforce for Growth. [Online] Available at: https://www.deloitte.com(Accessed: 9 August 2025).
PwC (2023) Diagnostics Industry Outlook. [Online] Available at: https://www.pwc.com (Accessed: 9 August 2025).