Scarlett Spring’s career began in big pharma, where she worked for 20 years for companies like Merck and AstraZeneca, helping to launch notable drugs such as Prilosec, Nexium, and Crestor. She later led AstraZeneca’s oncology portfolio, introducing treatments for lung, breast, and prostate cancers. After moving to Phoenix, she spent time at the Greater Phoenix Economic Council (GPEC), gaining experience in economic development, before returning to the entrepreneurial space leading a company focused on lung cancer diagnostics. Currently, she is the Executive Director of the Phoenix Bioscience Core (PBC) and is involved in a startup aimed at developing a caregiver tool for dementia and autism care.
Q: Your background includes life science, economic development, startups, and entrepreneurship. How does that contribute to your role now? And what is your role? What does the day-to-day look like?
A: The PBC operates under the Arizona Board of Regents (ABR) because the life science and healthcare assets of all three state universities are based here. We are working to build an innovation cluster, which is crucial not only for the universities but also for organizations like TGen, Exact Sciences, Dignity Health, and the Cancer Center, along with 16 other companies now located within the PBC. The goal is to leverage these assets, which form part of a knowledge ecosystem, and go beyond simply being co-located geographically. We are focused on maximizing collaboration and creating a hub where entrepreneurs and seasoned professionals can connect, innovate, and be inspired. This is the opportunity we are building at the PBC.
Q: Can you tell us about the key initiatives and partnerships that have been pivotal in establishing PBC as a leading hub for bioscience research and innovation?
A: When I joined PBC, one of my first tasks was studying innovation districts and identifying the key components they share. From that, we developed a three-to-five-year plan to guide our progress. Our focus is on becoming a world-class translational science hub and innovation cluster.
We’re also expanding our facilities, adding over half a million square feet to the existing two million, with the potential to grow to six million square feet. It's crucial that this development integrates into the neighborhood and encourages collaboration, both within and beyond the research community. We aim to foster an ecosystem that attracts entrepreneurs and mid-sized companies looking to partner with institutions like TGen, ASU, UofA, and NAU.
Equally important is building a strong culture. Positioned near Roosevelt Row, we want PBC to be a vibrant place to work. Post-COVID, we’re focused on ensuring that when people come to the office, their time here is productive and fulfilling. One example is Venture Cafe, which has become a weekly success, supported by Maricopa Community College. Additionally, Mercy Care Foundation is funding workforce development initiatives, helping us stimulate providers to host more internships and preceptorships.
This year, we’re also launching XLR8 PBC, a scale-up program to help post-seed companies reach their value-generating milestone and support them beyond a Series A raise. We also stimulate collaboration with researchers and innovators with roundtables and creative programming to encourage professors to share their research success.
Q: How does PBC support the commercialization of research and development efforts, and what resources are available to startups and emerging companies?
A: We have 16-18 companies in The Connect Labs within the PBC, and most of them have expanded since. Our focus is not just on helping companies land here, but also on ensuring they continue to grow and scale. This is what we want to be known for at the PBC – it's not just about real estate. When companies come here, we are fully invested in supporting their success, helping them achieve revenue growth and reach key milestones.
Q: Just from the top of your head, do you have any specific examples of how PBC supports commercialization and R&D efforts?
A: An example is facilitation one of our ConnectLabs companies with ASU’s research capabilities, while another is supporting efforts during an on visit of a strategic partner, and yet another is supporting one of our university's partners seeking connections with early stage/incubation resources, and workforce development resources. Our team has hosted office hours with C-suite mentors and supported talent acquisition requests.
The National Institutes of Health’s (NIH) National Institute of Diabetes and Digestive and Kidney Diseases (NIDDK) with their expansion efforts. NIDDK is expanding into 28,000 square feet on the top floor at 850 PBC, where they will have the capability of conducting 30-, 60-, and 90-day trials to deepen our understanding of metabolic disorders. This will generate new ideas and innovations, and we're eager to support and capitalize on these kinds of opportunities.
Q: How can MDM2 support the development and adoption of innovative technologies within the industry?
A: What excites me about MDM2 is how the coalition has come together. Leadership is aware that Phoenix is going through a transformation…with the success of the semi-conductor industry and TSMC investing $65B and Intel another $20B, there is a significant opportunity to leverage the intersection of medical tech, digital health, personalized and predictive modeling to not only provide better patient outcomes but predict and prevent events that reduce crisis events. Having our medical device colleagues at the table discussing their challenges and how we can work together to solve them is key. They help us think through validation processes for younger companies transitioning from lab to market, sharing mentorship, lessons, and best practices with our MedTech and HealthTech companies.
MDM2 is also focused on fostering investment. We've all been working for years to increase investment in this market, and reducing risk in young companies will create more investable opportunities. Our role is to spotlight these companies for investors. All of these efforts work together, and I'm committed to do my part to ensure the success of the MDM2 consortium.
Q: How do you envision MDM2 impacting Greater Phoenix’s economy and workforce?
A: Maricopa County Community College District and GateWay Community College helped to establish the Center for Entrepreneurial Innovation (CEI) and CEI’s Lab Force initiative that s located at PBC with its incubator just a few miles away. By providing a clear strategy and outlining the specific areas of talent we need, we can guide our universities and community colleges to produce the right workforce. They are ready, willing, and able to adapt quickly if we clearly communicate what we need, how we need it, and what skills that talent should have upon graduation. One of MDM2's roles should be to fine-tune this strategy. When considering the life sciences, medical devices, and their intersection with the semiconductor industry, it's crucial to bridge the gap between these fields. The lab space required for semiconductors and medical devices isn't all that different, and the type of talent we need to cultivate shares commonalities across both industries. Being specific about these needs will help our institutions produce the right talent.