University at Buffalo School of Management

And, when it comes to AI strategy, Snyder and his team are harnessing the technology through three approaches: driving productivity across the company, embedding AI capabilities into the products and services they offer, and creating a better customer experience through AI-enabled e-commerce. "We now have the opportunity to align different tools and strategies based on customer needs." Snyder says. Market realities As the biotech landscape contin- ues to transform, both academic leaders and industry veterans must navigate how to match the promise of new trends with the realities of market dynamics. M. Kim Saxton, clinical profes- sor of marketing, has seen this tension firsthand throughout her career, including during her time leading marketing strategy at Eli Lilly. "From the science side, researchers ask 'does it work?' and from the business side you have to ask 'can we make any money at it?'" Saxton says. "You need both." Today, she sees the industry shiing to personalized medicine, with advances in biologics, gene editing and CAR-T therapies for cancer. "We're moving away from one-size-fits-all drugs," she says. "CRISPR, a tool scientists use to edit genes, and similar tools are pushing us toward truly tailored treatments." But with personalization comes another major hurdle: scalability. Even when a new therapy works scientifically, it is expensive and time consuming to produce. This is a challenge Margie McGlynn, MBA '83, knows well. McGlynn, former president of Merck's Human Health Division, has spent her career at the intersec- tion of science and business, bring- ing new medicines and vaccines to market to prevent or treat such diseases as HPV, cervical cancer and AIDS. Preparing leaders for the intersection of science and business I n today's dynamic health care landscape, the Life Science Entrepreneurship focus area in the School of Management's MBA program equips students with a strong foundation to meet the challenges of the future. "The intent of the program is to cross-train," says Todd Saxton, associate professor of entrepreneurship and innovation. "The lines between business and the pure practice of health care have blurred. There are great opportunities to build bridges between the two in order to feed the innovation engine in life sciences both in our community and around the world." MBA students take courses that teach the core aspects of biology, biomedicine, informatics and even how to navigate complex regulatory environments or advance cutting-edge technologies. Meanwhile, science students take one-credit classes in marketing, operations and finance to understand the foundations of business. All students develop an entrepreneurial mindset and habits, building skills to lead life science startups or drive innovation at established companies. "I've found that as people advance in their careers, they may be looking for more meaning and purpose in their work," says Saxton. "It can feel rewarding being part of an effort to, for example, reduce childhood disease and suffering. This focus area allows management students to lead and innovate in ventures where they can make a difference." In the future, life science professionals outside of UB will also be able to enroll in the certificate program. T. Saxton The lines between business and the pure practice of health care have blurred. TODD SAXTON ASSOCIATE PROFESSOR OF ENTREPRENEURSHIP AND INNOVATION Spring 2026 Buffalo Business 11 M. K. Saxton McGlynn

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