I had the pleasure of speaking to Dr. Avencia Sánchez-Mejías, CEO and Co-founder of Integra Therapeutics, a biotech startup focused on gene therapy using CRISPR-FiCAT technology. In this interview, Avencia shares her inspiring journey of transitioning from academia to the dynamic world of biotech. Her path highlights her transformation from a scientist tackling fundamental research questions to a co-founder, navigating and strategizing the challenges of launching a startup. As a Spanish scientist, a mother, and a woman in STEM, Avencia discusses the barriers she faced and the growth she hopes to foster for future generations. Her story is a testament to resilience, leadership and the power of representation (edited for brevity).
What inspired you to pursue a scientific career? How did your experience across different countries shape you as a scientist?
I decided to pursue a career in science later in my adolescence, driven by a curiosity about how the human body works, why we fall sick and how we recover. As a child, the French TV series “Il était une fois… la Vie”, portraying viruses and bacteria as villains and the immune system as heroes ignited my passion for human biology.
Growing up, I was torn between biology and medicine. Medicine focuses on applying clinical protocols designed by the community, but biology answers the “how” and “why” at every step. My motivation to learn, generate knowledge and contribute meaningfully to society led me to pursue a PhD in clinical genetics. Here, my research was involved in counseling and diagnosing couples carrying hereditary genetic mutations. Although academic, my discovery had a translational impact, improving genetic counseling for families.
While completing my PhD in a small city in southern Spain, budgetary limitations were a concern. Moving to the USA for my postdoc with its advanced infrastructure and research funding broadened my scientific perspective. Later, Singapore added another layer of growth. Along with the cultural diversity, their focus on attracting global talent and fostering collaboration further enriched my scientific experience.
What was the turning point that led you to step out of academia and launch a company? How did you have to adapt to this shift?
We realized the immense potential of the tool we developed as a platform for writing therapeutic messages into DNA. To transform this discovery into a product that could help patients, launching a private company was the next logical step. The university provided incubation support, enabling the creation of Integra and expanding beyond academia.
As a co-leader of the project, transitioning to a management role felt natural. This shift required me to adopt a business mindset, create a strategic business plan, secure funding, develop the team, and strategically allocate the resources to maximize product value. While I still supervise scientists and troubleshoot experiments, stepping back from hands-on research was essential for team growth.
Transitioning to technology transfer also fundamentally altered how I approach science. While academic research is approached by curiosity, exploring hypotheses, and achieving a deep understanding of a subject, technology transfer, on the other hand, demands an entrepreneurial mindset. The focus shifts to identifying innovative solutions with practical applications and aligning these with value creation at every step. Having worked in both academia and industry, I’ve found that industry offers more agility, faster decision-making, streamlined processes, and adaptability. While I sometimes miss the collaborative spirit of academia, there are ways to replicate and foster collaboration in the industry.
Was pursuing a management degree part of your transition?
Transitioning from scientist to business manager was challenging. While I learned on the go, a local incubation program offered foundational courses in communications, team management, intellectual property and finance. But I realized I needed to develop strategic thinking to become an effective leader. That’s when I came across management courses at the University of Duesto, but launching the company and raising young children, it wasn’t feasible. Later, the university’s “Women Leadership Award” funded the course, which I was fortunate to receive. Now, with the company stable and my children older, I can balance structured learning with daily business operations.
How has your leadership evolved as the company has grown?
Initially, leadership meant focusing on operations: licensing assets from the university, validating processes and adapting the tool for pharmaceutical use. Building a strong scientific team and balancing resources for clinical product development was key. As we grew, we shifted to building a strategic vision- balancing investment in platform development with clinical advancement. Since advanced therapies are capital-intensive, building strategic partnerships and business models became critical to scaling technology for improved patient access.
Scaling the company from two co-founders and a handful of employees to a team of 20 within a few years required careful team building. While mistakes were made along the way, they provided valuable lessons. My leadership blends science, strategy, and business development, all while preserving the core values of our mission.
How have gender-related barriers impacted your journey as a leader?
Women in science and leadership often face a lack of role models and peers. While many PhD students are women, most professors are men, creating a significant disparity at higher levels. This lack of representation can create self-doubt about belonging, decision-making and subconsciously make us question our place in leadership. In male-dominated fields like technology, cultural norms and gender-specific expectations can limit our assertiveness and negotiation skills, making us feel less entitled to ask for what we deserve. Programs like “Women Leaders in Science” at the University Pompeu Fabra helped me identify and overcome these limiting beliefs and build confidence in leadership.
I have also experienced moments where questions or authority were directed at my male colleagues, despite my expertise. Fortunately, I have the privilege to work with a supportive team that ensures my voice is heard. Yes, progress is made, but many women in biotech still find themselves the only woman at the table. Representation matters and diversity in leadership will benefit future generations.
How did your mentors shape your leadership journey?
My mentors, both inspiring and challenging played a crucial role in shaping my professional growth. At university, Enrique Cerda sparked my interest in molecular biology and genetics, while my co-founder, Marc Güell at Integra, who was also my supervisor deeply influenced my leadership approach. I learned enormously from him as he established his lab and later as we launched the company. His belief that “anything is possible if you have the right resources and drive” instilled in me the confidence to lead with purpose. At the same time, less inspiring mentors taught me the value of constructive guidance, something I strive to be mindful of in my own role as a mentor.
How have you balanced the demands of work and family life?
Flexibility and organization have been key. When my children were younger, I worked during their sleep hours. As they grew, the demands shifted, and time management became easier. Having a support system and the increasing involvement of fathers in childcare, and policies like extended paternity leaves, have also been a game changer. Sharing responsibilities at home helps balance this workload.
How do you think privilege manifests in leadership, especially for men in STEM and biotech?
Men often don’t realize the privilege they have. Unfortunately, women are still underrepresented and face systematic barriers to education, workforce access and leadership opportunities. This imbalance needs to be actively addressed. I do not love quotas as they diminish the perceived value in leadership roles, but I do believe affirmative action is necessary. It is a sensitive matter but these intentional efforts to create opportunities for underrepresented groups are essential for progress.
I recently attended an event in the Catalan sector, that focused on tech transfer from universities to society. Out of 15 speakers, I was the only woman. It was an alarming example of how much work still remains to be done. Men seem comfortable with all-male leadership panels or photos, which should no longer be tolerated in today’s society. Visibility is crucial and we need to challenge societal norms and show that women can lead companies, secure funding and occupy spaces traditionally occupied by men.
What initiatives do you lead to promote diversity and inclusion at Integra?
Representation is important, which is why I actively participate in initiatives like podcasts, and I want to thank you, Swedha for helping in this journey. At Integra, we prioritize diversity and inclusion in our hiring process. We use gender-neutral language and ensure balanced candidate pools. While I am the only woman in the board of directors, 50% of our workforce is female and 20% identify as LGBTQ+ and our 20-member team represents 9 different nationalities.
I also hope my leadership serves as a role model for women and men, to normalize diversity in leadership and workforce composition. I hope to create an environment where inclusion isn’t an exception but a standard practice.
What have been some of the most rewarding moments in your journey at Integra?
Securing funding to transform our project into a reality has been one of the most rewarding moments of my journey. From raising seed funding, with Takeda’s Venture Capital arm to receiving a €2.5 million grant through the EIC program, and the European Commission’s commitment to invest in the company. These milestones gave us the confidence to compete in a field traditionally dominated by U.S.-based companies. We will continue growing, competing, and making a difference on a global scale.
What excites you most about the future of gene therapy?
Gene therapy is advancing rapidly, with more products reaching patients safely. But, there are significant challenges. Toxicity concerns even with approved products, and the barriers to market entry are issues we must address. In Europe, where healthcare is taxpayer-funded, market access is often limited. To make gene therapy sustainable and accessible, we need to reduce costs without compromising safety and efficacy. At Integra, we are committed to making gene therapy safer by avoiding viral vectors and creating broadly applicable products rather than precision medicine, which are costly. The potential of cell and gene engineering is rapidly advancing and I’m thrilled to be grooming our company to contribute to this field and save lives every day.
What advice would you give to aspiring leaders in biotech?
Leadership requires resilience. Inner motivation and adaptability are key to keep moving forward. My advice to those entering this field is to pursue something they are deeply passionate about. The journey is long and challenging. It is equally important to surround yourself with a supportive team