Exclusive: At Hal Barron’s R&D group at GSK, consensus is out, leaders are in and watch out for an ‘intense drive’ to spur the late-stage pipeline
Hal Barron is talking offense. He’s talking teams and leaders. And 9 months into the job of a lifetime running a global, multibillion-dollar R&D shop, he’s got his game plan worked out and his top crew lined up.
Almost literally, it turned out, which I’ll get to later.
“I’m going to empower people,” Barron tells me emphatically, “and they’re going to make important decisions."
“I feel a sense of urgency,” he says later, returning to a theme in our conversation.
We’re in a conference room on the top floor of an unmarked, mid-19th century Georgian townhouse that’s been refitted as a small operations center just off Berkeley Square in the center of London. Barron, who’s based in the Bay Area, has taken command of it for a few days, summoning members of the inner circle, with roots in San Francisco, the UK and Philadelphia.
I too was summoned, in a way.
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