Mary Rozenman initially set out to be a doctor, after watching her sister deal with uncontrolled epilepsy throughout her childhood.
But she realized in college, that blood made her cringe. Instead, Rozenman got her doctorate in organic chemistry and chemical biology from Harvard University.
Then as a 26-year-old working under David Liu, a gene-editing pioneer, something about drug development didn’t sit right with the young chemist. Among the thousands of new discoveries each year, just a small handful of them make it through the “funnel,” she said.
“I envisioned a funnel, where you have at the top of the funnel all of these amazing discoveries and innovations that sort of move through the system,” Rozenman told Business Insider.
“And somehow only a small handful of them get filtered into medicines that actually make it out into the real world’s drug supply,” she said.
Rozenman needed to understand how that funnel works, she said. What happened behind the scenes to squelch each year’s hundreds of thousands of breakthroughs, and where did the money come from to advance some things and not others? It led her to consider a career outside of research.
“I wouldn’t know what the right place for me to participate was because I only understood the top of the funnel and the very bottom, from a patient’s perspective. And that’s why I went to McKinsey,” Rozenman said.
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One piece of advice changed Rozenman’s approach to changing the industry
Rozenman joined McKinsey in 2008 with the goal of touching every single piece of the pharmaceutical business from discovery to marketing, she said.
But a year in, Rozenman’s mentor Diem Nguyen of Pfizer, who at the time managed a $10 billion slice of the business, gave her some tough advice.
“She said ‘You’re really smart and really good. But you’re going to hit a wall in your career unless you learn how to read a P&L,'” Rozenman said.
A profit and loss statement, or income statement, is one of the primary financial statements detailing a company’s revenues and expenses. The advice made Rozenman feel defensive, but at the same time, she was making strategic recommendations to large companies without a sufficient understanding of corporate finance, she said.
So Rozenman carved out a focus area within McKinsey, the intersection of pharma and corporate finance, as consultants there do in order to make partner, she said. In 2012, as a junior partner and leader in the firm’s healthcare practice, she left to use her new skills for Longitude Capital, a $1.2 billion venture capital firm for healthcare startups.
“That was the reason that I actually left the firm to be a venture investor,” Rozenman said. “That was the funnest part for me — thinking about these early stage technologies and how do you actually really push them along, and how much are they worth, and how do you make it happen?”