Challenges and Growth: The Transformational Journey of a "Ph.D." General Manager

"Tony, you're the only Ph.D. among all the subsidiary general managers in our company! Do you find conducting research challenging, or managing a subsidiary company?" I would occasionally hear this playful remark from colleagues.

Indeed, in China, a Ph.D. is often seen as a symbol of specialized knowledge, closely associated with academic research, traditionally carrying the label of a "bookworm." Despite my years of experience in research and development management, taking on the role of a general manager for a production-oriented subsidiary company represented a career transition and a personal psychological exploration.

I joined Apeloa Pharmaceuticals in July 2019, after having worked for another well-known pharmaceutical company for 11 years. Initially, my mission was to establish a biopharmaceutical research and development platform, enhance biotechnology research capabilities, and optimize product portfolios. With the support of company leadership, after two years of dedicated effort, we successfully built a 2,000-square-meter biopharmaceutical research laboratory and expanded the research team from 20 to nearly 70 members. In February 2022, I assumed the position of General Manager for Zhejiang Apeloa Biotechnology, a company specializing in the research and production of biopharmaceuticals undergoing a transformation. My task was to quickly turn around performance and plan the future product portfolio. After a year and a half of adaptation, the collective efforts of my team and me led to significant improvements in business performance and the overall management environment. I firmly believe that with the team's dedication, Zhejiang Apeloa Biotechnology will become a significant player in the field of synthetic biology, creating new growth opportunities for Apeloa Pharmaceuticals.

Many people ask me how I managed to adapt to my role transition and integrate into the organization quickly. I believe that Apeloa Pharmaceuticals' unique culture of "happy learning, happy exercise, happy work" helped me find the right fit. Whenever I communicate with clients or friends, they often compliment my spirited state, and I proudly share my running achievements. At Apeloa running has not only transformed my physical health but also reduced my fatty liver. Of course, the value of running goes beyond health; it injects vitality into team cohesion. As the saying goes, an individual can run fast, but a group can run farther.

However, the journey to becoming a general manager is full of twists and turns. As a technical expert, I was accustomed to focusing on details and problem-solving. However, managers must broaden their perspective from a narrow professional standpoint to a broader organizational view. This means finding a balance between team goals, resource allocation, and interpersonal relationship management. Gradually shifting focus from specific technical aspects to strategic planning and interpersonal relationship management.

The transition from a technical role to management is a significant and challenging journey. While I may face specific cultural beliefs and expectations within the Chinese context, I firmly believe that through continuous effort and learning, I can overcome these challenges and become an excellent manager. This journey will witness both my personal growth and the success and progress of the company as we move forward together.