LEADERSHIP CORNER
Biotech company president spreads 'scientific version of aloha spirit'

Interviewed by Susan Hooper
Advertiser Staff Writer

Deborah Booker • The Honolulu Advertiser

Self-portrait: I'd describe myself as a local boy. I've been interested in biotech for about 20 years, and interested in seeing a biotech industry develop in Hawai'i. To me biotech is really about helping people, finding a way to improve people's health, and that really attracts me. In some ways it's a scientific version of the aloha spirit. That same spirit is really what connects so many Hawai'i people all over the world — many of whom, if they are kids, would love to stay here, and, if they're adults and away from Hawai'i, would like to come back if they had the opportunity. And I believe a thriving biotech industry could help some of them return. I feel very connected to that effort.

Favorite book: Stephen Covey's "The 7 Habits of Highly Effective People." I think it's a really powerful tool and it helped me understand myself and people around me.

Favorite business book: "Bionomics" by Michael Rothschild. That book showed me how organizations are related to biological systems and how organizations work best if they're organized around fundamental biological truths, such as win-win relationships, feedback loops and constant communication.

Favorite Web site or search engine: I like Yahoo! Finance. Not only can I see the entire financial and news world at a glance, but it has a great section on biotechnology and biotechnology companies where I can see what's happening in my field on a minute-to-minute basis.

Most remembered mentor: That clearly was Dr. Jeff Nakamura. I went to high school with him at Punahou, and he was my business partner. Jeff was an oncologist and hematologist, and a nationally known biotech researcher from Hawai'i. He was a great friend who really helped me understand the science of biotechnology. He spent literally hours tutoring me — really invaluable help. Without him, there's really no way that I could be doing what I'm doing today. Jeff passed away more than 10 years ago, but I still think today about how he would approach a particular problem.

Best part of the job: Clearly, it's working with my colleagues mapping out drug-development strategy. It's challenging and exciting, and at the end of the day, if we're successful, we can help a lot of people. It doesn't get any better than that. I really can't wait to get up every morning and come to work.

Worst part of the job: The biggest problems are always people problems, even in the biotech business. People who are blinded by issues of power and control are particularly difficult, as are people who insult or berate others on a regular basis.

Most difficult challenge: My most difficult times and most difficult challenges have been when people who are crucial either in the company or to the company fight what to me clearly must be done. And my challenge then is to communicate my rationale more effectively and essentially try to change their perception of the issues. Most troublesome is opposition based on personal power or nonbusiness issues.

Leadership tip: In my experience the bright scientists, physicians and support staff within our industry do not respond to a command-and-control type of environment with the day-to-day execution and creativity necessary for success. They do respond to a well-articulated vision, a nurturing and secure environment and the right motivation. Our challenge and mission as leaders is to make these things happen.

Taking on... Corporate culture

One of Hawaii Biotech's strengths is its 20 years of operating history as a research enterprise, and one of its weaknesses is its 20 years of operating history as a research enterprise. Those 20 years of history gave the company a certain way of looking at the world, a certain culture. That culture was crucial to its survival, but that culture was in some important ways an impediment to the company's new mission as a commercial drug-development company. And we've dealt with this issue in several ways. We've grown the company from 18 to 37 people, so we have a lot of new blood — people at all levels, from the research bench to the board, with not just research experience, but development and commercialization backgrounds as well.

We've also significantly expanded our relationships with world-class consultants and collaborators, who give us access to expertise and a view of the world we didn't have before.

Lastly, we've worked hard to motivate and hopefully inspire our employees to embrace our new vision through not only a combination of rewards and bonuses but by stressing the importance of the work they're doing. After all, the only way we will achieve success is by creating treatments for major diseases — by helping thousands, maybe millions of people. That's worth the extra effort — working overtime, weekends, whatever it takes.