Interview: Addressing the Senior Executive Succession Gap in Life Sciences in Denmark

Interview with Henrik Brabrand, CEO of Albright Partners

This interview highlights an concerning lack of leadership pipeline and maturity within the life sciences sector, where skilled specialist-rooted leaders often lack the necessary competencies to take on international high level executive roles. Henrik Brabrand from Albright Partners explains that companies focus too heavily on technical expertise rather than developing leaders who can navigate complex, cross-disciplinary, and global environments.

A specific issue identified is an internationalisation gap among Danish leaders, which forces companies to recruit external talent from abroad for their senior/top management positions. To address this challenge, a more strategic succession management approach is required, where potential leaders undergo structured development programs focused on both holistic understanding and cross-border experience.

By prioritising this targeted development, organisations can build a stronger internal leadership pipeline that is better equipped for future global competition.

Q: Henrik, there’s increasing concern about leadership pipelines in the life sciences sector. What are you seeing?

What we’re seeing is a clear gap, not in talent, but in preparation. Organisations across the life sciences sector have strong individuals in senior roles, but too often they are not being intentionally developed for broader senior management responsibilities.

This isn’t just about future CEOs. It’s about the entire senior leadership bench—those who need to operate across functions, markets, and increasing levels of complexity. The reality is that many are promoted based on functional excellence, but not fully prepared for enterprise-level leadership.

Q: Why is that transition to senior management so challenging?

Because it requires a shift in mindset as much as capability.

You move from being a specialist or functional leader to thinking across the whole organisation. You need to navigate ambiguity, align diverse stakeholders, and make decisions that balance scientific, commercial, and operational priorities.

That doesn’t happen automatically. It needs to be developed through experience, exposure, and reflection.

Q: What are the main factors contributing to this gap?

There are a few recurring themes.

First, the sector is highly specialised. Leaders often grow up in silos e.g. R&D, commercial, regulatory, and don’t always get enough cross-functional exposure.

Second, organisations don’t always create enough intentional stretch opportunities. Leading across geographies, managing complex stakeholder environments, or taking on enterprise-wide initiatives, these are the kinds of experiences that build senior leadership capability.

And third, development is often too focused on the current role, rather than the next one. There isn’t always a structured pathway that prepares people for broader leadership responsibilities.

Q: You’ve also spoken about an internationalisation gap, particularly among Danish executives. Can you expand on that?

Yes, and it’s an important point, especially in a global industry like life sciences.

Many Danish senior executives are simply not international enough in their experience or exposure. They may have built strong careers locally, but haven’t operated extensively across markets, cultures, or global stakeholder environments.

If you look at companies like Zealand Pharma or Genmab, it’s quite telling. A significant portion of their senior management teams come from outside Denmark. That’s not by coincidence—it reflects the need for global perspectives and experience at the senior level.

The implication is clear: if Danish leaders are to compete for and succeed in senior roles within global life sciences organisations, they need broader international exposure.

Q: What risks does this create for organisations?

There are a few.

You risk limiting your internal talent pool for senior roles, which can increase reliance on external hires. You may also face challenges in scaling globally if your leadership team lacks international experience.

And more broadly, you risk underutilising strong talent simply because they haven’t been given the right development opportunities.

Q: So what should organisations be doing differently?

It comes back to being more intentional.

Organisations need to define what senior management readiness actually looks like, what capabilities, experiences, and mindsets are required. Then they need to actively build that through structured development.

That includes cross-functional roles, international assignments, and exposure to enterprise-level decision-making. It also means giving people the space to stretch—and sometimes struggle—because that’s where real growth happens.

And importantly, there needs to be alignment at the top. Senior leadership development should be treated as a strategic priority, not an HR process.

Q: How is Albright Partners supporting clients in this area?

At Albright Partners, we focus on bridging the gap between strong functional leadership and true senior management readiness.

We work with clients to identify high-potential leaders, assess where they are today, and design targeted development journeys that build the capabilities they need for broader roles.

A big part of our work is also helping leaders make that shift in perspective, from leading a function to contributing to the leadership of the whole organisation.

Ultimately, our goal is to help build leadership pipelines that are not just deep, but truly future-ready—leaders who can operate with confidence in a complex, global environment.

Q: Are you optimistic about the sector’s ability to address this challenge?

Yes, I am. The talent is there, that’s not the issue.

The opportunity now is to be more deliberate about how that talent is developed. Organisations that invest in building strong, internationally capable senior leadership teams will be far better positioned to succeed in the years ahead.

This is about unlocking the full potential of the people already in the system—and ensuring they are ready for the roles the sector needs them to play.

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