Learning, Growing, and Finding My Place in Biopharma

I spent my early years in Iran before moving to the United States during high school. Although I had studied English in school, using it every day in classrooms and conversations was a completely different experience.

I understood grammar and vocabulary, but building confidence speaking in real time took practice. The transition wasn’t always easy. At the same time, my strong science background helped bridge the gap. Many of the academic concepts were familiar, so I could focus on strengthening my language skills and adapting to a new environment.

Looking back, that experience taught me resilience, adaptability, and how to become comfortable learning in unfamiliar situations. That mindset of being okay with not knowing everything yet has stayed with me throughout my career.

I’ve been in the biopharmaceutical industry for about seven years. I started as an engineering intern while earning my degree in biotech bioengineering, then took my first job in clinical trials as a bench scientist performing clinical testing. It didn’t take long for me to realize the role wasn’t the right fit for my interests and strengths, which led me back toward engineering, where I enjoyed the variety of work and problem-solving opportunities. Over time, I discovered that my strengths were less in hands-on engineering and more in coordinating people and projects, so I transitioned into project management and eventually into consulting.

I spent about four and a half years consulting, working across different clients and functions. That experience gave me exposure to a lot of areas within biotech and helped me understand what I actually enjoyed.

One of the biggest lessons I’ve learned is that experience brings clarity. Early on, I wasn’t sure where I wanted to specialize. But over time, I started to see what energized me: solving problems, working cross-functionally, and constantly learning.

That’s really my “why”: I never get tired of learning. If I feel stagnant, I start to feel stuck. Project management keeps that from happening.

One of the achievements I’m most proud of is pursuing my MBA and working toward becoming the first person in my family to earn a graduate degree.

I started my MBA while I was still consulting and finished it after joining Acadia. I chose a design and innovation certification because it felt closest to what I do: going back to the drawing board and solving problems when things don’t go as expected.

Balancing work, school, and moving from Orange County to San Diego wasn’t easy. The first year was a struggle. I had to learn how to manage my time and, honestly, how to say no.

But it got better. And finishing that journey has been incredibly rewarding.

During my interview process, I noticed how transparent development opportunities were discussed. Rather than treating education as something employees needed to advocate for, the message was clear: if these resources can help you grow, we want you to use them.

Acadia's tuition reimbursement program helped support the final portion of my MBA journey, and I am incredibly grateful for that investment. More importantly, it reinforced something I've consistently seen since joining the company: a belief that when employees grow, the organization grows too.

I’d describe Acadia’s workplace culture as:

• Collaborative
• Open
• Supportive
• Empowering
• Curious

The people made the strongest first impression. It didn’t matter which function I worked with. Everyone was open, collaborative, and genuinely welcoming. In consulting, that isn’t always the case. Sometimes there’s resistance, or people question why you’re there.

At Acadia, it was the opposite. People were willing to help and collaborate. It felt natural. Over the two and a half to three years I supported Acadia as a consultant; that culture stayed consistent. When the opportunity came to join full-time, it felt like an easy decision.

My role didn’t change dramatically when I joined Acadia full-time because I stayed in commercial project management, but everything around it did.

The biggest shift was stability. In consulting, you’re always moving between clients or functions, and each time you switch, it feels like you’re interviewing again. You must rebuild relationships from scratch.

At Acadia, I already had those relationships. People knew me, and I could build that trust instead of starting over. I also felt more empowered in my role. Because my manager trusted me and the function itself was still growing, I had more ownership over decisions. That trust made a big difference. It wasn’t one specific moment, but something that was built over time and helped me feel more comfortable being myself at work.

Mentorship has also played a huge role in my journey. I’ve had both male and female mentors, but many of my most impactful experiences have been with women leaders who showed me what authentic leadership looks like.

One of the things I appreciate about Acadia is the visibility of women in leadership positions across the organization. When I look around, I see talented women leading teams, shaping strategy, and driving meaningful business outcomes. It isn’t simply the representation that stands out; it's seeing leadership opportunities earned through experience, expertise, and impact.

That visibility matters. It makes it easier to imagine your own path and think, “I can do that too.” For me, giving back and mentoring others is something I want to continue doing as my career grows.

Professional growth is important, but so is the purpose.

One reason I enjoy working in the biopharma industry is knowing that our work ultimately supports patients and families navigating serious neurological and rare diseases. While every role contributes differently, there is a shared understanding that our efforts are connected to something larger than ourselves. That sense of purpose makes the work meaningful.

Choosing a company is personal, but my advice is to focus on culture.

Ask thoughtful questions. Talk to people if you can. Try to understand how teams actually work together, not just what the role is.

For me, culture made all the difference. The openness, collaboration, and investment in learning are what ultimately brought me here and continue to shape my experience today.

1. What does a commercial project manager in biopharma do?

It’s a cross-functional role that connects teams, supports product launches, and requires working knowledge of IT systems, regulatory processes, and field operations. It helps to start with something you know, but once you build project management skills, you can apply them across different areas.

2. Why did you pursue an MBA while working full-time?

I wanted to learn the business side: strategy, finance, and broader decision-making. That knowledge complements my technical background and allows me to continue growing.

3. How does Acadia support career development?

Acadia supports continuous learning through mentorship, professional development opportunities, and benefits such as tuition reimbursement. I’ve been empowered to ask questions, learn new skills, and expand their expertise throughout their careers.

4. What is Acadia's workplace culture like?

It’s open, collaborative, and supportive. Leaders are approachable, colleagues are willing to share their knowledge, and employees are encouraged to keep learning and developing.

5. What advice would you give someone considering a career at biotech or biopharma project management?

Start in a familiar space, build your core skills, stay open to learning, and pay attention to company culture. It matters more than you think.