Nordic Life Science 1
”I WOULD LIKE TO BE THEIR SOUNDING BOARD WHEN SET
TING THE STRATEGIC DIRECTIONS AND WHEN THEY MEET OPPORTUNITIES OR OBSTACLES IN THEIR INDIVIDUAL WORK.” ANE T T E S TEENBERG er most important task at MVA, she states, is to ensure an ambitious MVA strategy, execution of this while securing strong frameworks for her team. “They are experts in what they do and more knowledgeable in their field of expertise than I am. However, I would like to be their sounding board when setting the strategic directions and when they meet opportunities or obstacles in their individual work,” Steenberg says. Having had insight into both the Danish and Swedish life science industries, I ask her about the most significant differences between the two. “The Danish life science industry is highly dominated by pharma companies, especially of course Novo Nordisk, whereas you find a lot of SME biotech and health tech companies on the Swedish side,” she says. “Moreover, you will also find different taxation regulations and employment laws – which all presents different incentives for investors. Finally, the difference in who owns the IPR at Danish and Swedish academic institutions also represents significant differences, which again affects the spin-outs,” Steenberg adds.