In this Careers in Neuroscience profile, the spotlight is on Michael W. Nestor, PhD, board director of the Government–University–Industry–Philanthropy Research Roundtable at the National Academies of Sciences, Engineering, and Medicine, and founder and chief scientific officer of Autica Bio. Learn about his cross-sector work on neuroscience and science policy and what skills, education, and experiences you need to succeed in these fields.
What initially drew you to neuroscience? How did you discover your particular interest within the field?
I became fascinated by the nature of consciousness and its neural correlates while studying philosophy and psychology as an undergraduate. The lynchpin moment came when I read Patricia Churchland’s Neurophilosophy, which showed me how empirical neuroscience could tackle questions once left to philosophy. That realization set my career trajectory. Thus, as an undergraduate, in conjunction with my work in philosophy of mind, I worked in a neuropsychopharmacology lab studying how nitric oxide affects serotonin systems in mice and rats.
During my PhD, I used hippocampal electrophysiology and microphotolysis to study synaptic physiology using a highly reductionist approach. As a postdoc at the NIH, I was still working in mouse models to investigate human neurobiological disorders when I had an “aha” moment listening to a lecture on human stem cells. I realized that using cells containing the genetic background of affected individuals could provide a critical path toward developing therapeutics and help address the high clinical trial failure rate. I switched abruptly to human stem cell research and a more functionalist approach to neuroscience. At the time, very few people were doing functional electrophysiological assays in human stem cells, and these cells were not approved for use at the NIH, so I moved to the New York Stem Cell Foundation Research Institute. Foreshadowing, the idea that human stem cell research was not doable at NIH was my rude awakening/introduction to science policy, a path that would become important later in my career.
At NYSCF, I was surrounded by amazing colleagues all dedicated to human stem cell research. I learned a lot there about how non-neuroscientists see the brain from a therapeutics development and biotech perspective. I conducted some of the earliest work on brain organoids in the context of neurophysiological assays, working at the unique intersection of academia and industry in a lab that was partially privately funded, one of the few places in the world at the time with this model. This environment allowed me to pair stem cell biology with translational applications in a way that would not have been possible elsewhere and sparked the core of my independent research lab.
What resources, experiences, or conversations helped you clarify your direction?
As a postdoctoral fellow at the NIH, restrictions on human stem cell research forced me to confront how policy shapes scientific possibility, sparking my long-term interest in science policy. Moving to the New York Stem Cell Foundation placed me in a rare environment that combined academia with industry to bridge the traditional “valley of death” in a privately funded institution located on a medical school campus. Conversations there about the challenges of moving discoveries into clinical impact reinforced my interest in bridging basic science with application in a biotech versus academic context (although now, much credit to my academic colleagues who are embracing the entrepreneurial mindset at a rapid pace).
My NIH-funded IRACDA fellowship paired postdoctoral research with structured professional development, including teaching in a non–R1 academic environment. It reinforced the importance of versatility and prepared me to navigate roles that span research, policy, and industry.
Later, I chose a privately funded institute instead of a traditional tenure-track academic role, as I had become concerned about the overabundance of PhDs and the challenges of tenure in academia. As principal investigator of my own research lab at the Hussman Institute, I directed research on translational approaches to autism using human brain organoids and high-throughput approaches. Leading a lab gave me full responsibility for scientific vision, team mentorship, and external collaborations, further clarifying that my most impactful role lies at the intersection of scientific innovation, translational application, and strategic leadership. During this period, I also began spinning out technologies and concepts into startups, first as a consultancy under the name Synapstem and later as the founder of Autica Bio, which allowed me to translate scientific insights into therapeutic development in a more direct and agile way.
"I challenged myself to work in spaces where I had little prior knowledge or institutional context, often with very limited mentorship to guide the leap."
I then became an AAAS Science and Technology Policy Fellow, which gave me direct experience working within federal science policy and broadened my perspective on how government, research, and industry intersect. This experience deepened my understanding of the policy levers that influence scientific progress and shaped my approach to building cross-sector collaborations.
My time at Johnson and Johnson Innovation further shaped my trajectory by exposing me to a broad portfolio of early-stage biotech companies and giving me firsthand experience in evaluating technologies for commercial potential. Working at the interface of science, commercialization, and investment strategy strengthened my ability to evaluate technologies for both scientific merit and market potential, a skillset I continue to rely on in my current work.
In each case, I took a calculated risk outside my comfort zone. I challenged myself to work in spaces where I had little prior knowledge or institutional context, often with very limited mentorship to guide the leap. I have learned to be comfortable with being uncomfortable, and I recognize this is easier said than done. Yet it is precisely that willingness to enter unfamiliar territory that has brought me the greatest clarity and direction in my career.
Describe your current role. What are the most common skills you use on a weekly basis? Is your role "typical" to the industry?
I serve as a board director for the National Academies’ Government–University–Industry–Philanthropy Research Roundtable (GUIPRR), where I work with leaders from government, academia, industry, and philanthropy to strengthen the national R&D enterprise. I help set priorities that accelerate innovation, expand cross-sector partnerships, and keep U.S. science and technology globally competitive.
As founder and chief scientific officer of Autica Bio, I lead the scientific strategy for developing precision therapeutics for autism. I direct target selection, oversee preclinical programs, build strategic collaborations, and secure resources to move discoveries toward the clinic.
"I have intentionally developed my own niche that aligns with my personal values and mission space."
Each week, I combine scientific leadership, strategic planning, partnership development, and clear communication to deliver results. My role is not typical in the industry. I have intentionally developed my own niche that aligns with my personal values and mission space. It integrates biotech leadership with national-level science strategy and creates a platform to connect breakthrough research with the structures that deliver real-world impact.
How did you apply your academic training to a non-academic career? What skills translated well - and what did you have to learn?
My academic training gave me a strong grounding in scientific method, experimental design, data interpretation, and the ability to communicate complex ideas to different audiences. Running my own lab required setting a research vision, managing projects over multiple years, mentoring team members, and coordinating collaborations. All of these skills translated directly to leading programs outside of academia.
In moving into non-academic roles, I had to learn how to balance scientific rigor with strategic and operational realities. I built skills in business development, fundraising, intellectual property strategy, regulatory awareness, and partnership building.
Most important were the soft skills (I don't like that term because it denotes "lesser than") developed from working in diverse environments, which exposed me to many organizational models and leadership styles. These experiences were as valuable for showing me the type of leader I wanted to become as they were for helping me identify the leadership approaches and research settings I wanted to avoid. They taught me how to adapt quickly, work effectively with people from different sectors, and remain grounded in my values while pursuing impact.
How did you approach mentors for career advice? What strategies helped you build a professional network?
I have sought mentors by working in spaces far outside traditional academia, often in policy, biotechnology, or industry. I approached them after seeing how they navigated complex challenges, coming to the conversation with a clear understanding of my values, personal mission, and vision for where I wanted to go. Without that clarity, I have found you gain little. This requires conscientiousness and self-awareness, qualities I have worked to develop intentionally over time.
"Empathy is central to how I build relationships, and I am a strong proponent of strategic empathy, which is the ability to understand another person’s perspective and goals in order to create mutually beneficial outcomes."
Empathy is central to how I build relationships, and I am a strong proponent of strategic empathy, which is the ability to understand another person’s perspective and goals in order to create mutually beneficial outcomes. My approach is grounded in asking how I can help others solve their problems, listening carefully, and contributing meaningfully to shared work. Many of my most important connections came from taking calculated risks in unfamiliar spaces and proving my commitment through results.
If you were a hiring manager, what experiences or skills would stand out to you on a resume for a role in your field?
I look for candidates who combine strong technical expertise with evidence of adaptability and initiative. In biotechnology and translational research, the ability to generate high-quality data is essential, but so is showing that you can apply that skill in different contexts and work effectively with people from other disciplines. Experience in cross-sector environments, such as collaborations between academia and industry, stands out because it shows you can navigate different priorities and constraints.
I also value the ability to tell the arc of your own story in science in a compelling and relatable way. You are not just a collection of papers and grants, but a human being who has made deliberate decisions while navigating the challenges, hopes, and fears we all face in scientific life. The strongest candidates show their uniqueness in a professional way, demonstrate resilience and curiosity, and are willing to step outside their comfort zones. They balance this with being of service to their team, their institution, and their colleagues.
Is there anything we didn't ask that you think should be included?
One element worth emphasizing is the importance of aligning scientific work with a clear personal mission statement and set of values. In my experience, this clarity guides better decisions, strengthens collaborations, and sustains motivation through the inevitable challenges of translational research. I believe that the future of biotechnology depends not only on scientific innovation but also on leaders who can integrate technical expertise with strategic vision, empathy, and the ability to work across disciplines.
"I believe that the future of biotechnology depends not only on scientific innovation but also on leaders who can integrate technical expertise with strategic vision, empathy, and the ability to work across disciplines."
I also think it is important to recognize that careers in this space are rarely linear. The most impactful paths often involve calculated risks, periods of discomfort, and learning from very different organizational cultures.
Those experiences, when approached with resilience, curiosity, and a commitment to serving others, can be as formative as any formal training. They create leaders who can bridge discovery and application in ways that truly move the field forward.
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