Most firms don’t need a full HR department, and hiring the wrong role too early can create as many problems as it solves. What does work is understanding the key HR archetypes, what business problems they address, and when each one becomes necessary.
Compensation conversations are rarely simple, and they become even more nuanced as life sciences companies — including biotech, pharmaceutical, and diagnostics organizations — move toward commercialization.
The first 90 days in a new position often comes with a learning curve that goes beyond the job description. New people, new responsibilities, and even small day-to-day changes can throw off your rhythm more than you expect.
After 100+ recent conversations with hiring managers and accounting and finance professionals who are thinking about their next move (or quietly wondering if they should be), what’s stood out to me is thoughtfulness, a bit of hesitation, and a real desire to make the right decision.
For many asset management firms in the New York Tri-State area, growth happens faster than infrastructure. Headcount creeps from 40 to 75 to 120, and suddenly the “scrappy” approach to HR—spread across finance, operations, and whoever has the most bandwidth—starts to crack.
