Where Molecules Meet Markets

Your background spans top universities and research institutes across Europe and the US. How did you transition from science into the world of business?

I studied micro- and molecular biology at several institutions, including Göttingen, Tübingen, Wageningen, and the Scripps Research Institute in California. My diploma and doctoral theses in evolutive protein design were carried out under Manfred Eigen at the Max Planck Institute in Göttingen.

I loved research deeply—especially the freedom of working on my projects—but I’ve always been drawn to the application side of science. Coming from an entrepreneurial family, that mindset was with me early on. So, when the opportunity arose to receive international training in technology transfer as part of the BioRegio initiative in the 1990s, I took it. That became the turning point.

Since then, I’ve advised over 550 technology-oriented start-ups through my consulting company, TechnologieContor, and co-founded eight companies. For me, high-tech start-ups are the most direct way to turn knowledge into societal value. My focus has always been on innovation strategy, international market access, and financing, especially in biotech, chemistry, and photonics. Working closely with start-ups at different growth stages has taught me how to navigate both scientific and entrepreneurial uncertainty.

Was there a key insight or challenge that sparked the idea for PRAMOMOLECULAR?

Yes. It began through a company I was involved in as a side investor—BianoGMP. They produce therapeutic oligonucleotides like siRNAs in compliance with pharmaceutical standards. But what we kept running into was the issue of delivery. Small interfering RNAs are incredibly powerful tools, but getting them to the right place in the body, especially outside the liver, is extremely difficult.

That’s where PRAMOMOLECULAR comes in. We developed a platform that can deliver siRNA-based therapies to extrahepatic tissues with much higher efficiency than conventional methods. That opens the door for treating diseases previously considered unreachable via gene silencing—neurological diseases, certain cancers, and inflammatory conditions, for example.

So we’re not just developing drug candidates; we’re solving one of the biggest bottlenecks in therapeutic RNA delivery. This is exactly where science and entrepreneurship meet: identifying a bottleneck no one has solved yet and building the tools to change that.

You presented this work on the Falling Walls Venture stage. What was that experience like, and what did you take away from it?

It was exciting—and honestly, a bit surreal. I was the oldest person on stage, representing the youngest start-up in the healthcare category. That contrast made it all the more memorable. But more than that, it was the atmosphere that struck me: the energy, the openness, the shared drive among founders from vastly different fields and countries. It was one of those rare spaces where science, entrepreneurship, and curiosity genuinely meet.

Still, many of us in the health tech space couldn’t help but notice how few investors engaged with the healthcare pitches. It’s a recurring challenge in our field: groundbreaking science tends to come with long development timelines and complex narratives, which don’t always fit into conventional funding expectations.

Even so, the experience was invaluable. I had inspiring conversations with people like Prof. Andrea Tüttenberg from ActiTrexx, who’s bringing novel treatments to patients with severe autoimmune diseases, and Salma Tamman from Reme-D, whose diagnostic work spans three continents. Those kinds of exchanges—frank, ambitious, and generous—are a big part of what keeps me going.

Let’s talk about mindset. The YES program promotes the relevance of entrepreneurial thinking for all career paths researchers can take. Has that mindset been relevant for you—even beyond business?

Absolutely. Entrepreneurial thinking isn’t just about launching a company—it’s a way of approaching problems and navigating complexity. It means having a vision, recognizing needs, weighing risks and opportunities, and making the most of limited resources. Those skills are useful everywhere: in science, in leadership, even in everyday life.

For me, one of the most important elements is self-leadership. Being able to reflect, adapt, make decisions, and communicate clearly—especially in uncertain or high-pressure situations—that’s what truly defines an entrepreneurial mindset.

What advice would you give to scientists who are thinking about entrepreneurship or founding a start-up?

Start by attending pitch events early as an audience member and as a pitcher. At first, watch and listen. Later, present your idea. The act of turning your entire business model into a three- to ten-minute pitch forces clarity. You need to know what matters most. And yes, even if it feels outdated, I recommend writing a full 30-page business plan. It makes you think the whole company through—from market to financing to regulation—and prepares you for real conversations with partners and investors.

Also, talk to other founders, especially those a little ahead of you. Learn from their mistakes and their wins. And make sure you don’t build your plan in isolation—discuss it, challenge it, revise it.

How important is your network today—and how do you keep it active?

I started building my network during my studies, and over time it has become one of my most important assets. But networks aren’t static—you lose contacts, interests shift, and new technologies emerge. I make a point of staying active, meeting people at events, joining panels, and staying curious about other perspectives.

That said, I do feel that in some places, there’s more buzz than depth. At some start-up events, for example, you meet more consultants than founders. And still, as a society, we’re not valuing technology and science-driven innovation as much as we should—especially given the challenges we face in energy, climate, health, and food.

What’s your personal takeaway after all these years at the interface of science and entrepreneurship?

Do excellent work—and make sure people know about it. That means communicating clearly, reaching out, and building alliances. But above all, it means staying the course. Founding a company, especially in fields like biotech, isn’t a sprint. It’s a long-term commitment to solving hard problems—and doing it with passion.

What happens next?

Check out our event calendar for upcoming workshops. Stay tuned for more updates, opportunities, and success stories!

Connect with Merle via LinkedIn!

Interviewer & Editor, Design: Bianca Cramer