Carl Schoellhammer, Ph.D., is not the typical strategy consultant. Before advising biopharma companies and investors, he trained as a chemical engineer at MIT, worked in the lab of Robert Langer, and co-founded Suono Bio, an MIT spinout focused on drug delivery. Today, as a Partner at DeciBio and Managing Director of the DeciBio BroadOak BioTools Venture Fund, he brings that scientific and entrepreneurial background to strategy work across cell and gene therapy, oligonucleotides, mRNA, and precision medicine.

His background is fitting in a field where strategy depends on understanding both the science and the market. At DeciBio, Schoellhammer helps clients pressure-test the assumptions behind investment, portfolio, and commercialization decisions, with the goal of translating complex technical shifts into decisions leaders can stand behind. In this conversation with The Consulting Report, he discusses why strategy must stay dynamic, how expectations around AI are becoming more grounded, and why strong leadership requires staying close to the work. This interview has been edited for length and clarity.

The Consulting Report: How would you describe DeciBio’s areas of specialization?

Carl Schoellhammer: DeciBio’s roots are in precision medicine—spanning biologics, oncology, diagnostics, biomarkers, and research tools—and that breadth still defines how we operate today. While we’ve built a strong presence in areas like cell and gene therapy, oligonucleotides, and mRNA, we’re not a single-vertical firm. We work across the full life sciences value chain, from discovery through commercialization and scale, because that’s how strategic decisions get made. 

Functionally, our work centers on a common set of questions: Where should we compete? What should we build or prioritize? How do we win? That includes market sizing, voice-of-customer work, portfolio and product strategy, and diligence, but the end goal is always a clear decision, not just analysis.

A big part of our approach is treating strategy as dynamic. We’re constantly pressure-testing assumptions, bringing in primary research, and layering in real-time market data to reflect how technologies, customer behavior, and competitive dynamics are shifting. The goal is to help leadership teams move forward with conviction, with a grounded view of what will work in practice.

“Many firms can size a market or map a landscape. Fewer can connect how shifts in science translate into what a company should do next.”

The Consulting Report: What differentiates DeciBio’s approach to strategy consulting?

Carl Schoellhammer: The simplest way to describe DeciBio is that we sit at the intersection of deep technical understanding and real strategic decision-making. Many firms can size a market or map a landscape. Fewer can connect how shifts in science, whether it’s a new modality, a diagnostic approach, or a change in manufacturing, translate into what a company should do next. Because we work across therapeutics, diagnostics, and tools, we see how decisions upstream and downstream influence each other, and that shows up in the recommendations we make.

A second differentiator is how we approach strategy itself. We don’t treat it as a one-time analysis. Most strategies fail because the assumptions underneath them change. Our work is built around continuously pressure-testing those assumptions, bringing in primary research and real-time market data to refine the answer as the landscape evolves. 

Finally, we tend to take a clear point of view. Clients aren’t looking for a list of options. They want to know where to play and how to win, grounded in what is technically feasible and commercially viable.

The Consulting Report: What kinds of moments tend to bring clients to DeciBio?

Carl Schoellhammer: A lot of our work shows up at moments where the stakes are high and the margin for error is small, whether that’s an investment decision, a portfolio shift, or a public market narrative. On the investor side, we’ve supported diligences for private equity, venture, and hedge funds across both private and public companies. That often means getting to a clear view on a market or asset very quickly, pressure-testing the core assumptions, and helping investors decide not just if something is interesting, but if it will hold up over time. In several cases, that work has directly informed investment decisions or been used at the board level post-close.

We also work closely with companies themselves, from growth-stage through public. That can include helping refine strategy ahead of a public listing, sharpening the story for investors, or prioritizing portfolios and growth initiatives once in market.

Across both sides, the common thread is translating complex science and market dynamics into a clear path forward. The output isn’t just a report, it’s helping leadership teams and investors make decisions they’re willing to stand behind.

“The question is no longer ‘Can AI change everything?’ it’s ‘Where does it deliver tangible ROI today?’”

The Consulting Report: How has the conversation around AI in life sciences changed recently?

Carl Schoellhammer: AI is still one of the most common topics in client conversations right now, but the tone has shifted meaningfully over the past year. Previously, there was a lot of excitement around AI broadly transforming drug discovery and development end-to-end. What we’re seeing now is a move toward much more grounded expectations (one of our predictions for AI at JPM this year). The question is no longer “Can AI change everything?” it’s “Where does it deliver tangible ROI today?”

In practice, the most impactful applications are narrower and more operational. Things like drafting documents, synthesizing large datasets, supporting routine analytical workflows, and specific use cases in imaging or diagnostics. These aren’t always the most exciting headlines, but they’re where real value is starting to show up.

We’re also seeing a shift in the types of mandates. Clients are asking very practical questions around where to deploy AI, how to prioritize use cases, and how to avoid overinvesting in areas that won’t translate into near-term impact. Longer term, AI will play a much bigger role. But right now, the winners are the teams that focus on targeted, high-utility applications rather than broad, all-encompassing bets.

“No one is above the work.”

The Consulting Report: How would you describe your leadership philosophy?

Carl Schoellhammer: I’ve always believed that no one is above the work. Some of that comes from doing a lot of hands-on, manual work earlier on, where you learn quickly that the small, unglamorous tasks are often what make everything else possible. I try to carry that into how I lead, staying close to the work, being willing to step in, and not asking the team to do anything I wouldn’t do myself.

At the same time, I think it’s important to give people real autonomy. We hire smart, motivated individuals, and the goal isn’t to direct every step, it’s to create space for them to think, take ownership, and come back with something better than what I would have outlined upfront. Some of the best outcomes come from giving people room to surprise you.

One phrase I come back to often is “a passion for the impossible.” It’s a simple reminder to not default to incremental thinking, especially in a field where the underlying science is pushing boundaries. For me, good leadership is a balance of staying grounded in the details while creating room for the team to stretch beyond them.