When facing severe financial pressure and a low stock price, a CEO's instinct to protect their team can be the right long-term move. Paul Friedman of Incyte resisted board demands for downsizing, arguing the financial impact would be minimal while the cultural damage would be irreversible, and successfully found alternative funding instead.
Paul Friedman's drug SUSTIVA was nearly canceled by Merck after severe toxicity in animal trials. By trusting a small group of pharmacokineticists who hypothesized a "rodent-specific phenomenon," Friedman approved further experiments. This decision, against initial leadership consensus, revived the program and led to a foundational HIV drug.
When traditional venture funding dried up for Madrigal Pharmaceuticals, they found an unconventional path to capital and a public listing. They pursued a reverse merger with Cinta, a public company that had recently failed a Phase 3 trial and was seeking an exit. This "bake off" victory secured Madrigal $41 million.
Experienced leaders often reflect that their aggressive, results-driven style mellows over time. While they believe a more benign approach could have worked, some, like Paul Friedman, also concede that their early-career intensity and micromanagement were likely beneficial for achieving success at that stage, even if they would act differently now.
Paul Friedman, ex-CEO of Madrigal, advises that transitioning to a board member role requires a fundamental shift in behavior. To be effective and supportive, former CEOs must avoid being as outspoken as they once were and consciously take direction from the new leadership, recognizing their role has fundamentally changed.