Interview by Beata Socha

WBJ:  You joined Clinmark while still a student and quickly advanced into leadership. Looking back, what key moments or decisions most shaped your path to becoming Vice President?

Marta Rzeszotarska: My journey at Clinmark was shaped less by a single moment and more by a mindset. From early on, I focused on taking ownership and staying accountable, trusting that results would follow.

While studying biotechnology, I joined Clinmark, a CRO, starting with simple tasks. I treated each one seriously, using them to build discipline and understand the fundamentals of clinical trials and teamwork. Over time, I was given more responsibilities.

I still remember my first promotion, when my managers questioned whether I might feel overwhelmed. I replied with a quote: “Ships are not built to stay in the harbor,” which is an approach that has guided me since. 

Although I began in project management, my strengths on the business side were quickly recognized. With strong mentorship, I was able to grow in that direction. Each step forward came from leaving my comfort zone and taking on new challenges. Along the way, I completed four postgraduate programs, investing in my development.

I didn’t have a fixed plan, but I stayed focused on learning, contributing, and moving forward. Over time, that consistency built trust and opened the path to leadership.

You were entrusted early on with leading a major research project. What did those experiences teach you about leadership under pressure?

Leading my first major research project was a defining experience. In clinical research, decisions affect real patients, and projects move quickly. I learned early that leadership is not about having all the answers, but about acting decisively and focusing on what matters most.

Delaying decisions can impact timelines, compliance, and patient outcomes. I learned to assess risks and move forward with clarity. At the same time, I had to balance meeting client expectations with protecting the company’s long-term interests.

What stood out was how small decisions drive real progress. These experiences built resilience and discipline. Under pressure, a leader’s role is to stay calm and provide direction so the team can perform effectively.

In the end, I came to see leadership as a balance between speed and precision, client focus and business responsibility, and strategy and execution.

Many leaders point to mentors or sponsors who opened doors at critical moments. Did you have people like that in your journey, and how did they influence your growth?

I was fortunate to have leaders who believed in my potential and gave me confidence to take on challenges. That foundation was reinforced early on by a supportive family environment that encouraged responsibility and self-trust.

What mattered most was not traditional mentorship, but the trust and autonomy I was given. Instead of step-by-step guidance, I was expected to act independently and be accountable. That accelerated my growth and shaped my leadership style.

Working closely with experienced leaders allowed me to learn how decisions are made. I paid attention not just to outcomes, but to thinking patterns and frameworks. Over time, this helped me build my own approach to navigating complexity and making decisions.

In your experience, how can female leaders actively create opportunities and build stronger networks within organizations?

In clinical research, women make up a large part of teams, so supporting female leadership is essential. Equal access to opportunities, responsibility, and recognition is key to building strong organizations.

I was fortunate to grow in an environment where progress depended on capability and commitment. Leaders can create a nurturing environment by giving visibility to emerging talent, encouraging participation in ambitious projects, and supporting collaboration over competition.

Diverse perspectives also matter. Different approaches lead to better decisions, so creating space for that diversity is a core leadership responsibility.

Leadership ultimately means enabling others to grow. By setting the example and supporting development, we help future leaders reach their full potential.

What are the biggest challenges and opportunities shaping the industry today?

The biotech and clinical research sector is evolving quickly. Innovation is accelerating, while companies face pressure to deliver results faster and more efficiently. The key challenge is balancing breakthrough science with the realities of running complex global trials.

Clinical development is becoming more complex, with more targeted and personalized studies. This improves patient outcomes but makes trials harder and more expensive to execute.

Funding has also become more selective, with investors focusing on lower-risk programs, pushing companies to be more strategic. At the same time, regulatory expectations around data quality, safety, and diversity are increasing, especially across global markets.

Despite these challenges, the sector has strong momentum. Success will depend on combining solid science with efficient execution, the smart use of data, and effective partnerships.

Looking ahead, what will define successful companies in clinical research over the next decade, and what kind of leadership will be required to navigate that future?

Over the next decade, success in clinical research will depend on flexibility. Companies must adapt quickly to new technologies, evolving patient expectations, and increasingly complex studies.

Leadership will go beyond execution. It will require embracing uncertainty and treating it as an advantage. The strongest leaders anticipate change and learn continuously, using both successes and failures to improve and build resilience.

Ultimately, adaptable organizations and leaders who invest in people, open cultures, and continuous learning will be best positioned to navigate the future. 

ABOUT:

Marta Rzeszotarska is Vice President at Clinmark. She joined the company as a student and progressed through roles in clinical research and project management. Her work focuses on delivering complex trials and balancing client expectations with operational and business requirements. She has experience leading teams and managing projects in a fast-paced environment. She has also completed several postgraduate programs to support her development.