Key takeaways

• Start with the “why,” not the “what”: Guiding scientific founders toward commercialization requires reframing the work as fulfilling the mission for patients.
• Market access is non-negotiable: Even in the scrappiness of emerging biotech, you cannot afford to skimp on reimbursement readiness and fulfillment infrastructure.
• Challenge assumptions with data: Rare disease markets often defy the expectations of scientific or clinical leadership; commercial leaders must use data to challenge entrenched assumptions early.
• Influence over volume: For executive women navigating the C-suite, impact often comes from relationship-building and presence, not from being the loudest voice.

Dalia Rayes, an experienced commercial executive in the emerging life sciences sector, has spent her career guiding R&D-centric biotech organizations through the difficult but essential transition toward commercialization. In working across multiple companies, she has learned that commercial success requires more than functional expertise—it depends on translating scientific passion into patient impact and building trust across the organization.

She spoke with ZS Principal Adam D’Luzansky about how to guide scientific organizations through commercialization and shared advice for women advancing into biotech leadership roles.

Adam D’Luzansky: In our work with emerging biotechs, we sometimes see scientific founders who are deeply tied to the research identity of the company. You have guided multiple companies through the transformation from an R&D focus to a commercial organization. When you first step in, how do you guide a team through that shift?

Dalia Rayes: When you come into a company that is heavily research-driven—often still led by a scientific founder—there is a deep emotional closeness to the science. The most important thing is to start with the “why.” Commercialization shouldn’t be framed as building a commercial function; it’s the evolution of the organization’s purpose.

For me, that means moving from a science-first mentality to a patients-first mentality. At one of my previous companies, one of the first things I did was invite a patient to speak to the company on Rare Disease Day. Some of our scientists had been developing the product for years but had never met a patient face-to-face. Seeing the real patient story shifted the entire organization. It grounded the work in the mission, and it helped people understand that commercial is simply the extension of their hard work to bring the therapy to those who need it.

AD: Another pattern I see is that scientific founders often assume the therapy will “sell itself” because the science is compelling. How do you effectively challenge those kinds of assumptions?

DR: Data is essential. You need to bring it to the leadership team early so they understand what the real world looks like.

In one disease area, conventional wisdom told us that nephrologists were the primary audience. But when we completed patient journey work and claims analysis, it became clear that rheumatologists played a major role. That entirely changed our approach.

The same thing happens with centers of excellence. Companies assume that most rare disease patients are treated there, but once you launch, the data often flips. Many scripts come from community or regional settings because of proximity, diagnosis timelines and access. Data helps you educate the organization and convince them that a multidisciplinary, real-world approach is required to reach patients.

AD: Emerging pharma companies—almost by definition—have limited resources, and you have to choose your battles. How do you decide which commercial investments are the non-negotiables you fight for?

DR: Market access, without question. Especially in a rare disease launch, it is one of the most important determinants of success.

You need the right distribution model, patient support services, pricing strategy and payer education. You can do everything right on the demand side, but if a script gets written and can’t be fulfilled, physicians will lose trust and demand will evaporate.

Even though I came up through marketing, and I deeply value customer intimacy, access is foundational. You have to ensure that when a prescription is written, the patient can actually start therapy.

AD: Shifting to leadership, you have navigated the C-suite as a female executive in an industry that is still often male-dominated. What advice would you give to women aspiring to these roles regarding having their voice heard?

DR: You don’t need to be the loudest voice to have impact. Influence often happens before and after the meeting, not necessarily during it. Relationship-building and thoughtful collaboration go a long way.

You also need to ground your approach in data. Coming across level-headed, prepared and analytically grounded helps maintain executive presence, especially under stress. That kind of presence reinforces that your contributions are substantive and strategic.

AD: You mentioned earlier how much mentorship and sponsorship influenced your career—people who saw something in you before you saw it in yourself. How should aspiring leaders think about building that kind of sponsorship network?

DR: The most important thing is to make sure people speak about you when you are not in the room. That is what sponsorship truly is.

And while women supporting women is important, you need people of all genders advocating for you. Throughout my career, I’ve had mentors and sponsors across genders who pushed me into opportunities I might not have pursued on my own.

Aspiring leaders should intentionally build their networks, ask for stretch assignments and place themselves close to the action. When opportunities arise, you want your name to be the one that surfaces.

AD: Hiring in emerging life sciences is fundamentally different from hiring in big pharma. I often see tension between finding people with deep functional experience and finding people with the right mindset for ambiguity and resource constraints. What qualities do you prioritize when building your commercial leadership team?

DR: The phenotype that thrives in emerging life sciences is very different from big pharma. I look for people who are resourceful, scrappy, resilient and comfortable with ambiguity.

When I interview someone and they say, “My team handled this,” I remind them that in emerging pharma, you are the team. Roles are fluid. You have to wear multiple hats and dig in yourself.

Cultural fit is critical. I will choose someone who may not check every box on the job description but who has the grit, attitude and approach required to succeed in an environment where the path is still being built.

This is the fifth interview in a series where we talk to commercial leaders at emerging pharma companies to understand the challenges they face in the industry.