Life Through A Scientific Lens

“Scientists often think in silos – first they finish the science, then move on to the business. In biotech, what you do today shapes your strategy for the next five years. You need to think holistically from the start.”

Marcella Origgi, CEO of Valo Therapeutics, tells us about the origin of her scientific curiosity and how it still influences her day-to-day decision making.

What moment or experience first sparked your interest in science?
 

As a child, I was fascinated by a book that covered zoology, botany, and astrophysics. I remember doing experiments on my own and, one Christmas, the gift I received was a microscope. Science was something I naturally gravitated toward, and I’ve always looked at the world through a scientific lens. Even today, I approach everything methodically. Whether I'm buying a new bookshelf or planning a vacation, I start with assumptions and then figure out the best way to validate them. This mindset has shaped my whole life. I always did well in science subjects at school, and it felt very natural for me to study biology at university. From my teenage years, I knew this was the path I wanted to take.

We also had access to a lab at school where we could do experiments. I loved the precision of the procedures – and the occasional hilarious mistakes we’d make! I'm still in touch with many of my school friends. Most of us ended up in STEM as engineers and scientists. 

Were there any specific mentors who helped shape your journey?
 

One mentor really stands out: Professor Emilio Berti. He was the director of the Immunodermatology Department in Milan and one of the most brilliant immunologists I've ever met. We had intense discussions about experiments, particularly about the microbiome back when it was still just a concept – all without the robust data we have today.

He was curious, asking questions like “why do we host so many microorganisms on our skin and mucosa if they have no dialogue with our cells?” That question led to deep conversations and shaped my scientific mindset. He taught me to read scientific papers critically and not just accept conclusions at face value. That intellectual independence has stayed with me.

How did your time at Pfizer and Johnson & Johnson Innovation (JJI) influence your approach to biotech strategy and leadership?
 

It was an incredible learning experience. The level of excellence in the UK-based teams was unmatched in my career. I learned so much from my line manager, Anthony Gemmell. He had the kind of structured approach typical of the UK, which was quite different from the Mediterranean style I was used to. He taught me how to blend scientific knowledge with business insight.

He once said, “I’ll make you into a business lady!” And truly, he did. He helped me understand how startups function, how to think strategically, and to consider the political landscape, funding opportunities, and partnerships. I'm still grateful for that.

The whole JJI London team was amazing: Nerida Scott (head of JJI), Sonal Patel (head of oncology), Kenny Simmon (infectious diseases), Fiona McLaughlin (head of JJDC, the venture arm), and Elena Fernandez Kleinlein, who led the JLABS incubation program. These people built a visionary model of external innovation that other pharma companies now try to copy. 

What do you think are the essential qualities a successful leader in life sciences should have?
 

You have to know how to engage people. I truly believe the real asset of a biotech company is its people. Shared leadership is crucial. Communicating goals (and the reasoning behind them) so everyone understands the company’s direction is key.

There’s always a tension between scientific exploration and business objectives. Many of us come from academia and love science for its own sake. But in a company, everything has to serve the broader business goals and increase the company’s value.

At JJI, we had a multicultural environment, and I learned how important it is to understand and respect cultural differences, as well as how to engage with different nationalities. It’s not just about being directive; it’s about being mindful.

I've only been in my current role for a few months, but my priority has been to review our strategy and bring people along. When they understand the “why”, they become more responsible and efficient.

Have there been any challenges that have shaped your leadership style?
 

Yes, definitely. When you work in a flat, peer-to-peer organization, leaders emerge, and their leadership is constantly scrutinized, questioned, and tested. It’s not like being at the top of a traditional pyramid. To be effective in a horizontal structure, you need credibility. Influence doesn't come from hierarchy – it comes from who you are and how you lead.

Do you have any advice for young scientists who want to achieve similar success in biotech?
 

It is essential to understand the trade-off between science and business. Scientists often think in silos – first they finish the science, then move on to the business. In biotech, what you do today shapes your strategy for the next five years. You need to think holistically from the start.

If you can, attend training programs offered by technology transfer offices. These often focus on how companies think and what external partners want to hear. That knowledge can translate into a solid business plan.

Also, go to B2B events to get a taste of the pharma or medtech worlds. Learn the language companies speak. If you want to start your own company or license an asset, you need to know what potential partners are looking for, what they value, and what they need to hear.

Italy’s pharmaceutical sector accounts for 11 percent of the national economy. How do you view your role in that context?
 

Italy has implemented strong policies to support R&D and boost small and mid-sized companies, particularly in the south. For example, Novartis has a headquarters in the Campania region. The Italian biotech environment is very friendly with tax incentives, regional grants, and public agencies that support B2B connections. Even if the funding amounts aren’t as big as in the UK, the number of opportunities is impressive. Sometimes, being in the right place with the right support matters more than money.

As a custodian of that 11 percent, do you feel the burden of responsibility?
 

I do. Especially now, with protectionist trade policies, we’re in a delicate moment. Custom tariffs could impact the sector, but there’s also opportunity. If we can create an alternative innovation ecosystem, it could be a game-changer.

So yes, protecting this 11 percent carries weight and responsibility, and I hope that what we do in Italy can help that number grow. It's a long road, but with the right vision and strategies, I believe we can get there.