Aug 31, 2026 · 47 min · 11 segments
**In this episode of the** Active Ingredients podcast**, host Thomas Dove interviews John Tomtishen, Cell and Gene Therapy…
John TomtishenGuestTom DoveHost
Yeah, I think that just goes back to what we discussed earlier, right? So again, authenticity, integrity, and self-sacrifice, that will take you a long way as you think about developing teams right positioning uh or helping teams and position them up for success in the long term right putting people in the right positions uh across different functional areas i think one of the that was probably the key things right having that solid foundation was what allowed me to be successful within that different uh different
yeah yeah because it's it as i said it's fascinating for me because i've done a lot of these kind of um you know, leadership discussions throughout my years as a headhunter, but also now in the podcast.
And, you know, I think that having so much going on, there almost must be some sort of mental planning time just to sort of say, OK, cool, right.
I now need to make sure that I'm wearing this hat, thinking in this way with this lens on in order to have the best version of myself.

Yeah, I think that's the other thing though too, right? Why I ultimately didn't necessarily pursue a career in medicine, right? Because I have that, I love those different challenges and new experiences and whatnot, right? That's really where for me that I would say what melts my butter, right? Having those different challenges and different opportunities and really needing to think outside the box is something that really excites me and that again, I think brings that overarching picture or view, right, of what I really enjoy doing and where I really thrive.
And it looks as though or sounds as though you really thrive when you're able to kind of flick through the mental agility stuff.
So it's like, you know, as you said, I need to put this lens on now and now I need to lead my team in this way, you know, but yeah, I find it absolutely fascinating.
So Let's talk a little bit more about actually the leadership side of things, because, you know, technically there's been some really interesting things that you've done.
But how do you balance, I suppose, what would it be, empowerment of your teams with accountability when the pressure really is on?

Yeah, I think at the end of the day, if you don't empower your teams, you can't hold them accountable.

So empowerment, positioning them up for success, but then also giving them the freedom to operate within the role that they're in.

At the end of the day, you learn more from failures and challenges and whatnot and stuff than two.

And then to get to that same end goal, there's multiple different ways on how you can get there.

But I think giving your teams that ability or flexibility to adapt and execute without constant oversight, or not necessarily constant oversight, but constant control giving them constant direction, right? Isn't going to position them up for the long-term success as well, right? So you really need to empower your teams, take that step back, support them on their journey, right? Always be available to provide that guidance or insight, right? But then again, giving them that freedom to operate.

And by doing so, that actually allowed you then to hold your teams accountable to deliver on the mission, the projects, whatever they're specifically focusing on as well.

So I think both go hand in hand, right? But at the end of the day, empowerment is what enables you to hold individuals or teams accountable
yeah and giving your teams i suppose the opportunity to move into that white space yep
yep yep
and then obviously you've you've created enough space for leaders okay in highly technical organizations you've also been part and built high performing teams How have you been able to do that? Is it through like pure co-creation, team collaboration,

Yeah, I think that just goes back to what we discussed earlier, right? So again, authenticity, integrity, and self-sacrifice, that will take you a long way as you think about developing teams right positioning uh or helping teams and position them up for success in the long term right putting people in the right positions uh across different functional areas i think one of the that was probably the key things right having that solid foundation was what allowed me to be successful within that different uh different
yeah yeah because it's it as i said it's fascinating for me because i've done a lot of these kind of um you know, leadership discussions throughout my years as a headhunter, but also now in the podcast.
And, you know, I think that having so much going on, there almost must be some sort of mental planning time just to sort of say, OK, cool, right.
I now need to make sure that I'm wearing this hat, thinking in this way with this lens on in order to have the best version of myself.

Yeah, I think that's the other thing though too, right? Why I ultimately didn't necessarily pursue a career in medicine, right? Because I have that, I love those different challenges and new experiences and whatnot, right? That's really where for me that I would say what melts my butter, right? Having those different challenges and different opportunities and really needing to think outside the box is something that really excites me and that again, I think brings that overarching picture or view, right, of what I really enjoy doing and where I really thrive.
And it looks as though or sounds as though you really thrive when you're able to kind of flick through the mental agility stuff.
So it's like, you know, as you said, I need to put this lens on now and now I need to lead my team in this way, you know, but yeah, I find it absolutely fascinating.
So Let's talk a little bit more about actually the leadership side of things, because, you know, technically there's been some really interesting things that you've done.
But how do you balance, I suppose, what would it be, empowerment of your teams with accountability when the pressure really is on?

Yeah, I think at the end of the day, if you don't empower your teams, you can't hold them accountable.

So empowerment, positioning them up for success, but then also giving them the freedom to operate within the role that they're in.

At the end of the day, you learn more from failures and challenges and whatnot and stuff than two.

And then to get to that same end goal, there's multiple different ways on how you can get there.

But I think giving your teams that ability or flexibility to adapt and execute without constant oversight, or not necessarily constant oversight, but constant control giving them constant direction, right? Isn't going to position them up for the long-term success as well, right? So you really need to empower your teams, take that step back, support them on their journey, right? Always be available to provide that guidance or insight, right? But then again, giving them that freedom to operate.

And by doing so, that actually allowed you then to hold your teams accountable to deliver on the mission, the projects, whatever they're specifically focusing on as well.

So I think both go hand in hand, right? But at the end of the day, empowerment is what enables you to hold individuals or teams accountable
yeah and giving your teams i suppose the opportunity to move into that white space yep
yep yep
and then obviously you've you've created enough space for leaders okay in highly technical organizations you've also been part and built high performing teams How have you been able to do that? Is it through like pure co-creation, team collaboration,
The rest of this transcript — segmented and speaker-labeled, so you land on the exact moment something was said
Search every transcript — by keyword, by phrase, or by meaning, across every show Radar indexes
Trends — what is surging across podcasts, measured against its own baseline
Alerts — when a name you follow appears in a newly indexed episode
No account is needed to search Radar.