Day Two

• How can HR and TA act as true business partners to support rapid, global growth?
• Explore how Corcept built strong internal (HRBP) and external partnerships to flex quickly, align talent decisions to long-term growth, and support commercial expansion
• In 4.5 years, Corcept scaled from <200 to 756+ employees globally, enabling a full commercial build in one year through collaboration and partnership-driven HR

• How can life sciences organizations rethink hiring when roles are evolving faster than job descriptions due to new markets, competition, and shifting go‑to‑market strategies?
• Explore how Alnylam adapted its hiring approach during a major US sales expansion by prioritizing adaptability, learning agility, and coachability over traditional experience‑led selection for newly created and fluid roles
• Learn how this shift supported the build‑out of two distinct sales forces and a planned 30–40% expansion of the US sales organization within a single year, while acknowledging the ongoing uncertainty and evolution of role design

This interactive Q&A examines what it takes for TA to operate as a genuine growth partner, whether that means flexing to support a commercial scale-up, or transforming operating practices to match a new strategic direction. Drawing on both the hypergrowth partnership model and the enterprise transformation approach explored in the Discover sessions, participants will examine the conditions and design choices that enable TA to deliver at pace without sacrificing quality.

• What partnership structures between TA and HRBPs most reliably deliver the speed and alignment needed during hypergrowth?
• How do you transform TA operating practices while continuing to deliver at the pace the business demands?
• What does TA capacity planning look like when growth is rapid and the commercial build timeline is compressed?
• How do you build TA credibility with business leaders in an organization that has historically seen TA as transactional?

Building on the Q&A, this roundtable creates space to examine the TA and HR partnership models participants are currently operating, and to identify the structural, relational, and capability changes that would most improve their ability to deliver at scale and speed. This is a practical, peer-led session focused on what works in real organizations under real growth pressure.

• What is the biggest gap between how TA and HRBPs currently work together and how they would need to work to support your organization’s next growth phase?
• What does a genuinely flexible TA operating model look like, one that can respond quickly to commercial pivots without losing quality?
• How do you build the stakeholder trust that allows TA to influence talent strategy rather than just execute against it?
• What is the one partnership or operating model change that would have the greatest impact on TA’s ability to support growth in your context?

Leave with a clearer picture of the partnership and operating model changes that will most strengthen TA’s ability to power your organization’s next phase of growth

• How can a fast growing life sciences organization move beyond a basic “goals–mid year–end year” performance cycle and embed a culture of continuous, constructive dialogue?
• Explore how the organization is redesigning performance management by introducing quarterly check-ins, soft-skills mindset training, and experiential “aha moment” coaching interventions, supported by external coaches and a plan to train HR as internal coaching partners
• Learn how reframing “feedback” as “coaching” is helping managers build the muscle for productive conversations across G&A, Technical Operations, Quality, Manufacturing, and Clinical, laying the foundation for stronger alignment, higher trust, and measurable improvements in employee development and performance progression

• How can organizations sustain, and even strengthen, culture and engagement while navigating reductions in force, commercial scale‑up and regulatory pressure?
• Discover how Travere Therapeutics embedded patient-centricity, compassionate leadership, and transparency to guide teams through two reductions in force while maintaining focus, trust, and performance
• By leveraging Glint engagement and NPS data, Travere achieved an increase across every culture survey question and a +7 point cumulative culture score uplift post‑RIF, demonstrating a clear ROI between values‑led leadership, engagement, and business readiness ahead of FDA approval

This interactive Q&A explores the intersection of coaching-led performance culture and AI-enabled development, two approaches that between them represent the most significant shift in how organizations are managing talent growth right now.

Participants will examine how these models work alongside each other, where they create tension, and what it takes to build a development culture that is genuinely coaching-first and AI-ready at the same time.

• How do you embed a coaching mindset in managers who were promoted for technical expertise, not people skills?
• What does an AI-enabled development ecosystem look like in a mid-sized biotech without enterprise-scale resources?
• How do you ensure AI-powered skills intelligence translates into different development decisions, not just better data?
• Where does the coaching-first approach and the AI-enabled approach most naturally reinforce each other, and where do they create friction?

Building on the Q&A, this roundtable creates a practical space to examine what a truly integrated, coaching-first and AI-enabled development culture looks like in participants’ own organizations, and what the highest-leverage moves are to build it. This session is designed to be honest, peer-led, and directly actionable.

• What is the single biggest barrier to embedding a coaching culture in your organization, and what would remove it?
• How are you building manager capability for coaching without making it feel like another HR initiative to comply with?
• What AI-enabled development tool or approach has had the most genuine impact in your organization, and why?
• How do you design a development culture that works for both your high-growth, AI-forward ambitions and your employees’ very human need for connection and trust?

Leave with practical ideas for building a development culture that is both technically forward and deeply human, one that makes a measurable difference to performance, retention, and employee growth