Kevin Pojasek credits his effectiveness to a deliberate 12-year journey through diverse roles—investing, company creation, research, and clinical operations. This broad experience allows a leader to understand how all parts of the company, from high-level strategy to detailed science, fit together.
Enara Bio's discovery platform wasn't outsourced. It was built internally with integrated computational biology, mass spectrometry, and immunology teams. The CEO believes the most significant innovation and "magic" happens at the interface between these disciplines, a synergy only possible with close internal collaboration.
The founding premise of Enara Bio was a forward-looking belief. As the T-cell engager field matured, they predicted a critical shortage of viable targets would emerge. By creating a platform to discover novel "dark antigens" from the non-coding genome, they positioned themselves to solve a problem before it became mainstream.
Enara Bio's culture isn't a vague feeling; it's a structured system called the "Enara Expedition." This framework, built on pillars like autonomy and authenticity and values like courage and humility, acts as a "secret weapon." It provides the resilience needed to navigate scientific setbacks and challenging market conditions.
To make a split US/UK leadership team work, Enara Bio's CEO focuses on creating a deep "sense of belonging" for remote executives. This goes beyond logistics and time zones. The core challenge is making geographically distant leaders feel fully integrated, empowered, and part of the company's fabric from day one.
The clinical development plan for Enara's novel therapies is a two-step process. First, establish monotherapy efficacy in late-line patients to get a clear signal. The ultimate goal, however, is to quickly move into earlier lines of therapy in combination with standard of care, where the market opportunity and patient benefit are greatest.
Instead of viewing other T-cell engager companies as direct competitors, Kevin Pojasek refers to them as "peer companies." This collaborative mindset recognizes that in a nascent field, multiple players help validate the therapeutic approach for investors and pharma, ultimately growing the entire market. They compete on specific targets, not by tearing each other down.