By Melane Sampson
For more than two decades, Slone Partners has maintained a dedicated focus on leadership recruitment for life sciences and healthcare organizations. The company’s CEO and managing partner, Leslie Loveless, has been with the firm for 19 years and leads its executive search practice. A former Slone Partners candidate herself, Ms. Loveless joined the company in 2007, was appointed COO in 2014, and became CEO in 2016. In this interview with BioTuesdays, she discusses the shifting leadership landscape, the realities of today’s talent market, and the ways biotech and healthcare companies can position themselves to attract top-tier executives.
Slone Partners has a long history in life sciences and healthcare. What defines the firm and the clients you serve?
For more than 25 years, we’ve supported organizations across the life sciences and healthcare continuum—from venture-backed biotech start-ups to growth-stage services companies, early public companies, hospitals, health systems, and academic medical centers. Our clients tend to be innovative organizations spanning biotech, pharma services, research tools, medical technology, healthtech, digital health, and clinical services. Everything we do is anchored in deep sector expertise and a long-standing focus on the life sciences and healthcare verticals.
What differentiates Slone from other recruitment firms?
Executive search should never be transactional. It’s fundamentally about relationships—building trust, offering good counsel, and caring deeply about outcomes. None of that happens without great people inside the firm.
I’ve been with Slone for 19 years, and many of my colleagues have been here 10, 15, or more. That longevity creates real camaraderie and a truly collaborative approach. We celebrate wins together, and when something isn’t going right, we address it together. We work in teams of about three to four on each project, which means every search is all-hands-on-deck. Everyone understands their role, we communicate constantly, and we support one another and our clients.
Because of this model, we purposely limit the number of searches each team handles. Our expectation is to fill every search and do so with positive outcomes. We keep clients informed from start to finish—sharing data, statistics, and updates so they always know the health of their search. We never want clients to feel confused or in the dark.
Other firms specialize in life sciences or healthcare, of course. But after nearly two decades here, I can say confidently that what sets Slone apart is our people, the relationships we build, and our 25 years of success partnering with clients in the life sciences and healthcare sectors.
How would you describe the current industry landscape from a talent and leadership perspective?
The last couple of years have been undeniably challenging for the industry—and for companies that serve it, like search firms. When clients struggle, we feel it too. But I’m pleased to say things are improving, and the work has become increasingly steady.
One interesting misconception we hear often is that layoffs must mean it’s easier to fill executive roles. Yes, there are many candidates in the market, but there are not many top-tier executives. Those leaders almost always land on their feet. They wait for the right opportunity rather than taking something out of desperation. So, despite the volume of available candidates, the supply of truly exceptional executives hasn’t increased.
What are the biggest challenges that companies face when recruiting top executive talent?
Funding is the biggest challenge. One of the first questions an executive will ask is: What is the company’s funding situation? The next: What is the runway based on the burn? Great executives won’t step into a role if the fundamentals look unstable from the outset. Many will simply hold out for the opportunity that feels right.
How have recent economic pressures reshaped leadership needs or hiring strategies?
A common theme recently is the belief that bringing in an executive with a strong capital-raising track record can be the “silver bullet” a company needs. But candidates don’t want that burden placed solely on them. They want to see strong science, strong investors, and a supportive environment. They’re evaluating the entire picture before accepting a role.
What leadership trends or role priorities are emerging today?
It’s less about trends and more about themes shaped by the macro environment.
In 2021–2022, deal flow was enormous—hiring was dominated by CEO and CFO searches because investors needed that level of leadership.
In 2024–2025, investment patterns shifted. Less capital is flowing to very early-stage companies, and more is going to clinical-stage organizations. As a result, we’ve seen a significant increase in hiring for Chief Medical Officers and VPs of clinical development and operations.
For revenue-generating or growth-stage companies—such as CROs and CDMOs—there’s been a sharp rise in commercial leadership searches as these organizations try to regain momentum amid shifting biopharma priorities.
One role that has remained steady is Chief Business Officer or other business-development-focused leadership, especially for platform companies with partnering opportunities. Demand for that profile has been consistent for four or five years.
How are digital health innovation, biotech advances, and AI affecting executive recruitment?
AI is unavoidable in conversations today. Some clients use it heavily and others lightly. In drug discovery, clinical trials, and patient segmentation, AI expertise is increasingly required in executive roles.
We also see companies using AI to evaluate leadership candidates—comparing role requirements to a candidate’s experience through automated scoring. AI is becoming a tool both in the products our clients build and in the hiring process itself, and that will only continue.
How are shifts in workplace culture—hybrid, life/work balance—affecting talent attraction and retention?
This is one of the biggest storylines today. Before the pandemic, relocation was expected for executives. If a candidate couldn’t relocate, the conversation ended. That’s no longer the case. The first question candidates ask now is about onsite expectations—long before salary or anything else.
Many clients have returned to three or four days a week onsite, and some are back to five. They understand this means they will lose candidates.
There’s also a real challenge around roles that must be onsite—like lab-based positions—which creates tension when others can work remotely. Leaders are still trying to strike the right balance and maintain engagement across the organization.
Where do you see the biggest opportunities for innovation in leadership hiring over the next few years?
AI will play a larger role in evaluating candidates, particularly their hard skills and experience. It’s a useful tool for assessing how well someone’s background aligns with the requirements of a role. But AI won’t replace the human assessment of cultural alignment—mission, vision, and values. That still requires a person who understands nuance. AI will enhance the process, but it won’t replace the human elements of search.
If you could give life sciences companies one piece of advice about executive search, what would it be?
Focus relentlessly on the candidate experience. Before going to market—whether on your own or with a search partner—craft a compelling story. Be clear, organized, and able to articulate the opportunity in a way that inspires excitement.
This applies throughout the entire process—how candidates are treated, how they feel when visiting the company, and even how they experience the city you hope they’ll relocate to. If you want A-level talent, you must create an A-level experience. Many companies underestimate how important this is.
Can you share a success story of a leader your firm placed who made a significant impact?
Just last week, I was speaking with a Chief People Officer about one of our successful placements. We placed the CEO of a venture-backed life sciences company about three years ago, replacing a technical founder who transitioned into a CTO role—something we do often with early-stage companies.
At the time, they had just raised their Series A. After bringing in the new CEO, they closed an oversubscribed Series B and are now preparing to close their Series C. Under this new leader, they’ve launched five new products in three years. It’s a great example of the right executive at exactly the right time.
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