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7 Questions with Rueban Issac
7 Questions with Rueban Issac
Name: Rueban Issac
Current title: Director
Current organisation: DelExcel Pharma Private Limited
Dr. Rueban Issac is currently a Director for Business Development at DelExcel Pharma Private Limited. He is currently seeking business opportunities for his organization, that is focussed on contract development and manufacturing of pharmaceuticals.
Prior to joining DelExcel Pharma, Rueban worked for a Contract Research Organization called GVK Biosciences. At GVK Biosciences, Rueban created service offerings aimed towards supporting drug discovery research in the therapeutic area of Inflammation & Immunology. He was also involved in acquiring new business opportunities, based on the service offerings he created.
Rueban has also had experience working for nonprofits and for the Government of India. He worked at International AIDS Vaccine Initiative, where he headed the resource mobilization group, focussed on raising funds to drive R&D and community engagement activities for the organization.
Rueban has also worked as a scientific consultant to the National Biopharma Mission (An industry-academia collaborative mission for accelerating drug discovery to early development for biopharmaceuticals - Innovate In India (I3) program) of Department of Biotechnology (DBT; Ministry of Science and Technology; Government of India).
1. What have you found most challenging as a leader of a small or medium enterprise?
As a leader of a small enterprise, I have found that finding the right people, who are talented, excited and aligned with the organization's vision and mission, is most challenging.
2. How did you become a leader of an SME? Can you please briefly tell the story?
The key to becoming a leader is not just honing and applying your skills that you developed from your education. This is good as a starting point in anyone's career. But, to progress further, one should learn to pivot within their areas of work, and challenge oneself to learn something new. I started my career as an ardent scientist working for a contract research organization, applying my education in the field of drug discovery. I always challenged myself, not just to understand the workings of my previous organization's business unit, but rather, focus on the workings of the entire organization itself. This would only be possible with supportive supervisors and mentors. I gained knowledge and honed my skills over the years in the area of business strategy and development. I applied my new found knowledge by coming up with an effective end-to-end solution for contract development and manufacturing of pharmaceuticals. I pitched my business strategy to several small enterprises, with the intent of finding the right organization to partner. This led to me finding the right partner in DelExcel Pharma.
3. How do you structure your work days from waking up to going to sleep?
An effective day of work does not revolve around the number of hours you put in. It is always based on the positive outcomes/gains from your work, that contribute to the organization that matter.
I wake up at 6:30am, but I do not start work until 9:30am. I always ensure that I have my to-do list for the day prepared by the end of my previous day's work. I ensure that I do not carry over tasks from the previous day to the present day. Having an everyday to-do list to complete, does help me work more effectively and efficiently.
My work day on average ends by 4pm, however, this is not always the case. I try to ensure that I go to sleep by 11pm.
4. What's the most recent significant leadership lesson you've learned?
A good leader is one who is a mentor, that takes an interest in the growth of the employees within the organization, and not solely themselves.
5. What's one book that has had a profound impact on your leadership so far? Can you please briefly tell the story of how that book impacted your leadership?
I have never found a book that has had a profound impact on my leadership. I give full credit to my family, my PhD supervisors and my supervisors from previous organization's.
6. How do you build leadership capacity in an SME?
By empowering and entrusting people to lead.
7. What is one meaningful story that comes to mind from your time as a leader of an SME so far?
Through experience, I have learnt that a good leader is one who can translate the vision of the organization into reality.