Congratulations on your new role as Chief Medical & Development Officer at Kyverna Therapeutics! After 16 years in leadership roles at Eli Lilly, what motivated your transition to Kyverna, and how has the shift been for you?
I’ve always been driven by purpose, from my early days in humanitarian work to medical school, business school, and MIT! Throughout my career, I’ve been passionate about making an impact in healthcare and helping patients when they need it most. My career choices have always been driven by this mission—whether it was in different roles at Eli Lilly or exploring ways to bring innovations and medicines to patients. After an amazing journey with Lilly, I was looking to bring my learning and experiences into smaller organizations while continuing to have an even broader impact in healthcare.
Kyverna offered that. It’s a smaller company on the cutting edge of innovation with CAR T cell therapy. We’re working to solve major issues for patients with autoimmune diseases. The science and the technology behind it have the potential to make a transformative impact on patients’ lives. That’s really what drove me to take this step: to join the executive team and build clinical, regulatory, and development teams that will accelerate the delivery of late-phase clinical programs and get them to patients faster.
What excites you most about Kyverna’s mission and the potential of CAR-T therapies for autoimmune diseases?
The patient impact is what excites me. I’ve always been passionate about bringing innovative therapies to patients, especially for diseases with high unmet needs. For example, Stiff Person Syndrome— a disease that has become more widely known because of Celine Dion—has no currently-approved therapies available. Patients often don’t get better. We have a therapy that’s under investigation now that has the potential to bring meaningful improvement to certain patients with this disease.
Several other autoimmune diseases we are tackling have a similar burden on patients, their caregivers, and the healthcare system, and I know we can make a difference for those patients. This is why I’ve been in this industry for decades. We tackle complex human diseases and work to bring innovations that treat those and, hopefully, eventually cure them.
What role has networking played in your career, and can you share a pivotal moment that shaped your journey?
This is something I think about a lot. Life is all about encounters. We plan, dream, and try to chart our course, but I’m always fascinated by how much of it comes down to the people we meet and the connections we make. Since MIT, I’ve been thinking about how I can make a broader impact in healthcare, and much of it has been shaped by encounters.
One memorable encounter happened last year at a U2 concert in Las Vegas. It was an incredible show, and my partner and I were chatting with another couple while waiting for the concert to start. They asked what we do, and I mentioned I work in biotech. Suddenly, two people turned around—they were headhunters in biotech. We hit it off, and I ended up meeting more people in the industry. That casual conversation eventually led to deeper discussions and a potential job offer. Along the way, it also turned into a meaningful friendship, demonstrating how unexpected encounters can turn into lasting relationships.
Another key encounter happened at a conference. I saw someone by herself and introduced myself. Despite being an introvert, I love meeting people—it just takes some energy. I ended up having a long conversation with this person, and 15 years later, she’s one of the most significant mentors I have had, helping me navigate my career.
These “one moment” encounters really shaped my career and growth as a leader.
Looking back, what are some key moments or decisions that shaped your career path?
There were several pivotal moments. The first was deciding to go to medical school. I had always been a math guy, and I’d been accepted into engineering school. But just two weeks before medical school applications closed, I realized I wanted to help patients. This decision was likely influenced by my upbringing during the war in Lebanon, where I saw the impact healthcare professionals had on patients and the humanitarian work with the Red Cross.
After some years in humanitarian work, which was like a leadership school for me, I decided to move beyond clinical practice. While being an ER doc could help thousands of patients, I wanted to help millions. This realization led me to explore how I could have a broader impact—first in humanitarian work, then in biotech and pharma.
Throughout my journey, I made unconventional decisions driven by the desire to make a meaningful impact. Moving from research to executive roles in sales and marketing, I’ve always sought to have the most influence on drug development and getting therapies to patients faster. My journey has taken me across France, Europe, Australia, Canada, and the U.S., all in pursuit of that broader impact and the understanding that our time on Earth is limited—so how can we make life better for others?
Having transitioned from a larger biopharmaceutical company to a smaller, fast-growing, clinical-stage biopharma company, what advice would you give to professionals considering a similar transition?
Take your time to understand what the transition means. After completing the MIT EMBA program, I was fundamentally changed. Yes, there’s the academic side, but the real transformation comes from the personal leadership development.
When transitioning from a large company to a smaller one, it’s important to understand what that shift really entails. You might be drawn to a C-level role at a smaller company, but it’s vital to do your due diligence and talk to people who’ve made that transition. Understand the differences in experience, what it means for your role, and what support systems you’ll have in place.
Take your time and don’t get distracted by titles or the excitement of a change. You have the privilege of options in mid-career, so it’s crucial to weigh those options carefully. It’s not just about the company size; it’s about how work gets done and the support you’ll have to do it.
Also, nurture your network. Build a support system of people you can bounce ideas off, especially when moving to a smaller company, where those support systems may be less formal.
Lastly, be prepared for the change in culture that comes with entering any new job, especially when moving from a large company to a smaller one, and the need to put in the extra hours as you come up to speed. You have to set boundaries to maintain work-life harmony. Set timelines for when you expect things to be particularly busy, but also make sure you plan breaks. It’s all about finding balance and setting yourself up for success both personally and professionally.
About:
Naji Gehchan, EMBA 2022: Naji Gehchan is an accomplished biopharma physician executive with expertise in drug development, commercialization, and general management. He thrives in building and leading high-performing teams with care and discipline to deliver impactful results for patients. He is currently the Chief Medical & Development Officer at Kyverna Therapeutics.
Previously, Naji held senior leadership roles at Eli Lilly and Company across Australia, Canada, Europe, and the USA, successfully managing product launches and P&Ls while bringing life-changing medicines to patients. His dedication to patient care stems from formative experiences during his medical school years, where he volunteered with the Lebanese Red Cross as a first responder and team leader during periods of war and unrest. These experiences inspired his lifelong commitment to serving patients and leading with purpose.
