Brain health is a notoriously difficult domain of medicine. What recent advancements excite you, and how can we foster continued innovation in this area?
Brain health is undoubtedly one of the most challenging areas of medicine, often called the “last frontier.” The brain shapes who we are and how we see the world, yet treating brain health disorders is a monumental challenge. They are difficult to diagnose early in a disease, the regulatory endpoints are often unprecedented and challenging, and many drugs struggle to get into the brain. The blood-brain barrier protects against disease-causing pathogens and toxins that may be present in our blood and, by design, exists to keep foreign substances from the brain. The downside is that it also keeps most potential drug treatments from reaching the brain. Not surprisingly, several companies have been in and out of brain health diseases.
Today, the urgency has never been more apparent. One in three people is expected to develop a neurological condition in their lifetime, and neurological diseases are the leading cause of disability. They are already reported to cost the U.S. healthcare system over $800 billion annually. The pace of innovation has not yet met the moment.
Despite the high stakes and risks, recent advancements give me hope. We’re gaining a richer understanding of the brain’s complex inner workings, and today’s innovations reveal the vast, untapped potential of science and technology to transform the lives of patients and their families. Promising developments are emerging in several areas: for example, new biomarkers could lead to earlier diagnosis and more effective treatments, offering a chance to intervene before diseases like Alzheimer’s or Huntington’s fully take hold. Advances in technology, like AI-enabled platforms and EEG, are helping us identify who might benefit most from specific therapies with the potential to make treatment more personalized and precise.
Research institutions like MIT are at the forefront of these breakthroughs. For example, the Brain and Cognitive Sciences department at MIT is making strides in understanding the complex inner workings of the brain, which could pave the way for new treatments.
But innovation doesn’t stop in the lab. At a recent Pharmaceutical Care Management Association conference, several companies in the CNS space agreed that better biomarkers could improve drug development. They also emphasized that improved regulatory frameworks and sound policies could reduce barriers and catalyze scientific breakthroughs. Collaboration across the entire ecosystem—from policymakers and regulators to healthcare providers to researchers—is critical for creating an environment where innovation can thrive.
We must keep pushing forward for these advancements to reach the people who most need them. That means continuing to invest in research, fostering collaboration, and ensuring our regulatory frameworks can keep up with the pace of innovation. As an industry, we are responsible for prioritizing these breakthroughs and remaining steadfast in our efforts to meet the growing needs in brain health. Only through perseverance and continued investment in research will we one day have more treatments. The stakes are too high to lose momentum now.
The landmark approval of Sage’s treatment for postpartum depression was a major milestone in women’s health. What have been some of your key learnings, and where might opportunities still exist to continue shifting this treatment paradigm?
The approval of the first and only oral treatment specifically for postpartum depression (PPD) marked a transformative milestone in women’s health, spotlighting PPD as an urgent medical condition that requires immediate attention. This achievement not only addressed a significant unmet need but also sparked a robust conversation around maternal mental health, helping to begin to dismantle the stigma that often surrounds it. Following the approval, online mentions of “postpartum depression” surged by about 80%, with thousands of women courageously sharing their personal stories. This outpouring of voices has taught us how deeply PPD affects women and their families, revealing a strong desire for more open dialogue and support. We believe a new approach could be the key to unlocking the PPD landscape.
We’re witnessing a remarkable paradigm shift as OB-GYNs transition from the common practice of suspecting depression and referring patients to other healthcare providers like psychiatrists to taking a proactive role in the mental health of new mothers. OBGYNs are increasingly active in screening, diagnosing, and treating PPD, reshaping the standard of care. The American College of Obstetrics and Gynecology’s updated guidelines recommending PPD screening at perinatal visits are a game-changer, ensuring that more women are identified and supported earlier in their journey. This shift is inspiring and revolutionizes maternal care by prioritizing mental health as an essential component of overall wellness. More women are now receiving the care they need right from the start, setting a new precedent for comprehensive postpartum care.
However, there is still much work to be done. We must build on this momentum by expanding access to quality maternal healthcare, particularly for underserved communities, and working closely with policymakers, advocates, and healthcare providers to ensure every woman with PPD receives the care she deserves. Clear opportunities exist to improve and standardize early screening, provide robust training for healthcare providers, and strengthen support systems for new mothers. Reducing the stigma associated with PPD, raising awareness, and pushing for policies that remove barriers to treatment access are essential steps forward.
Ultimately, women’s healthcare needs are unique and demand tailored solutions. By advancing research, fostering innovation, and advocating for women’s health and well-being, we can create a future where every mother can thrive—because when moms thrive, communities benefit.
From your work on the AstraMerck merger to your leadership at Alnylam, you’ve been in the biopharma industry for over 30 years. What are some of the best leadership lessons you’ve gained during this tenure?
I started in the industry in the 80s and have witnessed a transformation in cardiovascular disease, oncology, rare diseases, and many others. It’s time to see that revolution in brain health and CNS disorders. Through the years, the one constant has been how leaders can collaborate and inspire great people working in teams to develop medicines that truly make a difference for patients.
Regarding leadership, my guiding principle has always been to do what’s right for patients and your people. Setting almost impossible goals while supporting each other and building strong cultures are foundational to effective leadership, especially in today’s dynamic environment. How we behave and demonstrate our values sets us apart as leaders. It’s crucial that we live by these values and inspire the next generation to carry them forward. We must encourage leaders to adopt a content-rich approach, set big goals, have an enterprise-wide mindset, prioritize collaboration, and drive the innovation that transforms healthcare. Leaders must know when to dive in and help and when to set direction for others to achieve.
To up-and-coming leaders in our industry, I always say: do things the right way, do great work, and don’t be afraid to share and showcase that work. There is so much opportunity in healthcare—embrace it, take risks, and run towards the white space. Create the amazing science that can drive real change. But remember, this industry can be challenging, with uncertainty and potential regulatory hurdles often standing in the way. Despite these obstacles, it’s crucial to forge new pathways and be on the lookout for ‘build the market’ opportunities. Spotting these chances allows you to navigate through the difficulties and bring breakthroughs to the market, transforming the future of healthcare. Persistence and vision in the face of adversity drive innovation forward. Wins are more fun than failures, but they all present learning opportunities. The only true failure is the fear of trying or giving up, so don’t be afraid to take risks.
It’s a fascinating time for science, with unprecedented momentum fueling significant advancements that will impact future generations. For many of us, this work is about grit and perseverance because we know we have the potential to make a profound impact. Grit and resilience are critical, especially when tackling complex challenges like brain health. Patients are waiting!
Barry E. Greene joined Sage as CEO in 2020, bringing more than 30 years of biopharmaceutical industry experience to this position. Before Sage, he served as president of Alnylam Pharmaceuticals, Inc. since 2007, and he previously held the position of chief operating officer when he first joined the company in 2003. Before his 17-year tenure at Alnylam, Mr. Greene was the general manager of Oncology at Millennium Pharmaceuticals, Inc., where he led the Company’s global strategy and execution for its oncology business, including strategic business direction and execution, culminating in the successful U.S. Food and Drug Administration approval and launch of VELCADE® (bortezomib) in mid-2003. Before joining Millennium in 2001, Barry served as executive vice president and chief business officer for Mediconsult.com, a healthcare consulting company. Earlier in Mr. Greene’s career, he held multiple leadership positions at AstraZeneca (formerly AstraMerck), and was a partner of Andersen Consulting, where he was responsible for the pharmaceutical/biotechnology marketing and sales practice. Barry is a member of the board of the Pharmaceutical Research and Manufacturers of America (PhRMA). Barry received his B.S. in Industrial Engineering from the University of Pittsburgh and served as a Senior Scholar at Duke University’s Fuqua School of Business.
Partha Anbil is a Contributing Writer for the MIT Sloan Career Development Office and an alum of MIT Sloan. Besides being VP of Programs of the MIT Club of Delaware Valley, Partha is a long-time life sciences consulting industry veteran, currently with an NYSE-listed WNS, a digital-led business transformation company, as Senior Vice President and Practice Leader for their Life Sciences practice.
Michael Wong is a Contributing Writer for the MIT Sloan Career Development Office and an Emeritus Co-President and board member of the Harvard Business School Healthcare Alumni Association. Michael is a Part-time Lecturer for the Wharton Communication Program at the University of Pennsylvania and his ideas have been shared in the MIT Sloan Management Review and Harvard Business Review.
