by Monalisa Breazu, Learning & Development Administrator, One Nucleus

At a recent One Nucleus roundtable, a diverse group of professionals came together to talk candidly about this exact issue. From HR and hiring leads to scientists, educators, and entrepreneurs, we unpacked what’s working, what’s broken, and what needs to change.

Here’s what we learned and what we need to start doing differently.

From Science Backgrounds to Skills-First Hiring

A recurring theme was the debate around what constitutes a "science background“. Many attendees emphasised that having a PhD or even a STEM degree isn’t always necessary for every role within a life sciences company. Non-scientific skills, including in areas such as creative design, communication and logistics, can be just as vital as a science qualification in roles such as business development, compliance, facilities management and marketing and often missing in start-up and scaling organisations. 
Takeaway: We need to try to shift from “degrees first” to skills-first hiring (where possible), especially in fast-growing or resource-limited companies. It's time we valued adaptability, initiative, and domain-relevant experience as much as formal education.

Bridging the Talent Mindset Gap

The stark difference in hiring strategies between well-resourced big pharma companies and cash-conscious start-ups was acknowledged. Whilst large companies have the luxury of long-term workforce planning and formal early-career pipelines, smaller ventures tend to prioritise immediate productivity over future potential due to their less secure funding and a short runway to the next financing event. 
Yet, it was noted that this short-term mindset can limit growth. Attendees discussed how even start-ups benefit from building more diverse, resilient teams early on—whether through flexi-apprenticeships, rotational internships, or mentoring partnerships.
Takeaway: Don’t just build a team; build an organisation. The sooner founders think that way, the faster they create resilience and longer-term value.

Breaking the “White Coat” Stereotype

According to the British Science Association, many young people aged 14-18, still associate science careers exclusively with lab work, which can alienate creatively or commercially inclined students. The group highlighted the importance of outreach programmes that showcase the full spectrum of roles in the sector, from logistics and legal to sustainability and software development.
Programmes that bring professionals into schools or allow students to visit workplaces were identified as critical tools to broaden career perceptions and inspire more inclusive participation in the industry.
Takeaway: If we want a more inclusive, diverse, and exciting workforce, we need to tell a better story and start much earlier in the education pipeline.

Apprenticeships and Internships Are Still Way Too Underused

Between government funding, national insurance incentives, and accessible apprenticeship frameworks, there are good reasons for exploring these options, especially for SMEs. But too many companies still don’t understand how to use them.
There was strong support at the roundtable for creating centralised networks or talent “matchmaking” services, so start-ups can tap into emerging talent without taking on all the risk.
Takeaway: We need to change how apprenticeships are viewed. It’s not just a recruitment tool, it’s a long-term investment strategy.

Investors and Educators Need to Be in the Room Too

Those investors wanting to create sustainable growth and businesses, could exert their influence over their investee companies and encourage more engagement in the above activities, supporting those companies to build diverse teams. In addition, if educators want to prepare students for the real world, they need to understand what that world actually looks like from inside a growing life science company.
Takeaway: We need a more supportive ecosystem to nurture future talent that includes academia, industry, and investors.

What Now?

The conversations from the 31 March roundtable made one thing quite clear: if we want to unlock the full potential of the life sciences sector, we need to rethink how we attract, develop, and retain talent in the sector.

That means:

• Building talent pipelines that go beyond the lab.
• Equipping start-ups with the tools to recruit for now and later.
• Creating more flexible, collaborative ways to grow teams.
• Rethinking our definition of “a life science background.”

We don’t just need more scientists; we need more commercial scientists, more interdisciplinary thinkers, more mission-aligned doers. And how do we get there? Working together, earlier and smarter. Watch this space…