In June 2025, over 60 professionals from across the UK’s tech and life sciences sectors gathered at the Royal Society of Medicine in London for a timely and thought-provoking event. Set against the backdrop of global political shifts and economic uncertainty, the discussion centered on a pressing question: Does the UK’s tech and life science sector need the US?

Hosted in the historic Wheatley Room, the event featured a panel of seasoned advisors and a fireside chat with CellCentric CEO Will West, offering a rich blend of strategic insight, practical guidance and real-world experience. What followed was a deep dive into the evolving transatlantic relationship—and what it means for UK companies looking to grow, scale and succeed in the US market.

Transatlantic Growth: Inside the Panel Discussion

The heart of the event was a dynamic panel discussion that brought together seasoned advisors with deep transatlantic experience. With backgrounds spanning legal, tax, employment and strategic growth, the panel explored the real-world challenges and opportunities facing UK life sciences and tech companies as they consider expansion into the US. The discussion focused on providing a practical perspective on what it truly takes to enter, and succeed in, the American market.

Understanding the Current Sociopolitical Landscape in The US

At a time when global markets are navigating political uncertainties and economic recalibration, the question of whether UK tech and life sciences companies still need the US as a cornerstone of their growth strategy has never been more relevant. This was the central theme explored during a recent event held at the Royal Society of Medicine in London, where industry leaders and advisors gathered to unpack the evolving dynamics of transatlantic business.

The US Market: Still a Beacon of Opportunity?

Despite the political noise and economic uncertainty, the consensus among participants was clear: the US remains a critical market for UK companies. Its sheer size, unified regulatory environment and high per capita healthcare spending continue to make it an attractive destination for expansion. While the mood among investors may have been cautious in early 2024, the underlying appetite for innovation and growth has not waned.

Interestingly, panelists noted that their clients—many of whom are actively planning or executing US market entry strategies—have not slowed down. Instead, they appear to be adapting to a new normal, becoming “more comfortable feeling uncomfortable” in a volatile environment.

Tariffs, Trade and the Uncertainty

The Trump administration’s tariff-centric policies have introduced a layer of uncertainty for businesses. With limited clarity around which products or sectors may be affected, many companies are in a holding pattern, waiting to see how these policies will take shape and impact global trade.

Yet, global pharmaceutical giants like Novartis, Roche and AstraZeneca are doubling down on their US presence, suggesting that long-term confidence in the market remains intact. For smaller UK firms, these moves are not just distant headlines—they are indicators of where the ecosystem is heading and how partnerships and supply chains might evolve.

Investment Trends and Economic Signals

The political landscape isn’t currently shifting in venture capital behavior. Fund managers and family offices appear to be maintaining their course, with investment decisions driven more by sector fundamentals than by short-term political developments. However, macroeconomic factors such as inflation and interest rates, especially if they diverge between the US and Europe, could reshape investment flows and currency dynamics.

The panel also highlighted the potential for unintended consequences. For instance, changes in US manufacturing policy and tariffs could disrupt global supply chains, particularly in genomics and biotech, where dependencies on Chinese software and components are common. This disruption, however, may also create opportunities for the UK and Europe to step in as alternative hubs for research and production.

Regulatory Flux and Talent Migration

The US regulatory landscape is also in a state of flux. The NIH (National Institutes of Health), long considered a gold standard, is facing internal pressures and staffing challenges. This could lead to delays in clinical trial approvals and a need for UK companies to build in more flexibility when planning US-based research activities.

Meanwhile, changes to parts of the US academic sector could trigger a “brain drain,” with researchers seeking more stable and supportive environments in the UK and Europe. This shift could enhance the UK’s position as a global centre for life sciences innovation, particularly if it can attract top-tier talent disillusioned with the American system.

Practical Realities and Strategic Decisions During US Expansion

As the conversation shifted from macroeconomic and political considerations to the practicalities of entering the US market, the panel offered a wealth of insight into the foundational steps UK companies must take. From legal frameworks to employment practices, the message was clear: success in the US begins with preparation, local understanding and the right support.

Legal Engagement: A Cultural Shift

One of the first cultural adjustments UK business leaders must make is in how they work with legal advisors. In the UK, legal counsel is often brought in reactively—when a problem arises. In contrast, the US model is far more proactive. Legal advisors are expected to be strategic partners, involved continuously in shaping business decisions, drafting agreements and navigating negotiations.

Tax Complexity and Strategic Structuring

Taxation in the US adds another layer of complexity. Unlike the UK’s centralized system, the US operates on both federal and state levels, with each state having the authority to impose its own taxes. This makes location selection a strategic decision, not just a logistical one. Early engagement with tax advisors is essential—not just for compliance, but to ensure that the company’s structure supports its long-term goals.

Employment Practices and Early Hiring

Hiring in the US presents its own set of challenges and opportunities. Differences in salary expectations, benefits and employment law can be overwhelming at first. However, services such as Employers of Record (EOR) offer a streamlined way to make initial hires without the need to immediately establish a full legal entity.

When it comes to building a team, the first hires can set the tone for a company’s US presence. In life sciences and MedTech, scientific and regulatory expertise may take precedence over commercial roles. Regulatory, clinical and quality assurance professionals are often mission-critical, and engaging with US-based Key Opinion Leaders (KOLs) can significantly enhance credibility.

Culture, Capital and the Path to Global Growth

Bridging Cultural Expectations

The panel explored how subtle differences in mindset and workplace norms can shape transatlantic business dynamics. In the US, having a business coach is seen as a sign of ambition. In the UK, it can carry a stigma. Sales culture also differs, with US professionals often more driven by performance incentives and business-case-first presentations.

Aligning Culture Across Borders

The question of whether to build a unified company culture across UK and US operations sparked thoughtful debate. While alignment around mission and values is essential, the panel acknowledged that culture is not static—it evolves with context. The key is to be intentional: understand the local environment but stay true to your core identity.

Attracting US Investment: Structure and Strategy

For UK life sciences and tech companies, US investment is often essential. The scale of Series A and B funding rounds in the US far exceeds what’s typically available in the UK or Europe. One widely accepted mechanism is the “Delaware Flip,” where a US holding company is created above the existing UK entity. This structure is familiar to US investors and simplifies tax and legal considerations.

Beyond structure, investors expect to see US-style financial reporting, a physical presence and at least one senior executive, often a CFO, based in the US. Board composition also matters. A US-based chair or non-executive director can provide credibility and insight, helping to bridge the gap between UK roots and US ambitions.

Choosing the Right Location

While Boston remains a biotech powerhouse, its high costs and competitive talent market are prompting some companies to look elsewhere. Philadelphia, the Princeton corridor, Maryland, Texas and North Carolina’s Research Triangle are all emerging as attractive alternatives, each offering unique advantages in terms of talent, infrastructure and cost.

Leadership Evolution and Organisational Growth

As companies transition from discovery to clinical development and eventually commercialisation, their leadership needs to evolve. Planning this evolution in terms of team composition and board governance is essential.

A Case Study in Action: CellCentric’s Journey

The event concluded with a fireside chat featuring Will West, CEO of CellCentric, who offered a real-world perspective on many of the themes discussed. From its origins as a University of Cambridge spinout to its current status as a clinical-stage oncology company, CellCentric’s journey illustrates the challenges and opportunities of building a global biotech business.

CellCentric’s lead drug, inobrodib, is a first-in-class oral inhibitor targeting p300/CBP for the treatment of multiple myeloma and other cancers. The company recently secured over $60 million in funding, including investments from RA Capital and Pfizer, and opened a new office in Boston to support its clinical and commercial expansion.

Strategic US Expansion

Will shared how CellCentric’s decision to open a US office in Boston was driven by access to talent and proximity to clinical collaborators. While acknowledging the high costs of operating in Boston, he emphasized that the benefits outweighed the challenges. The move was part of a broader strategy to position CellCentric as a global company—not just a UK firm operating in the US

Regulatory Realities and Cultural Nuance

Will offered candid insights into working with the FDA, noting the unpredictability of assigned reviewers and the importance of being responsive and tenacious. He stressed the need for UK companies to adapt to US regulatory expectations and investor norms, including enhanced financial reporting systems

On culture, Will highlighted the importance of allowing the US team to evolve in a way that fits the American business environment, while anchoring the company in shared values. He cautioned against trying to enforce a uniform culture across geographies, advocating instead for a “fit-for-purpose” approach rooted in mutual respect and strategic alignment

Will emphasized that CellCentric’s goal is not to become a UK company operating in the US, but a truly global organisation. Diseases are global, and so must be the solutions. His advice to peers: stay focused, be responsive and adapt to the unexpected—especially when working with regulators like the FDA.

Final Thoughts

The event offered a rich and nuanced exploration of what it takes for UK tech and life sciences companies to succeed in the US. While the market remains full of opportunity, the path to success is neither automatic nor easy. It requires strategic foresight, cultural intelligence and a willingness to evolve.

Whether you’re just beginning to explore US expansion or already on the journey, the insights shared during this event provide a valuable roadmap. And as the global landscape continues to shift, one thing remains clear: the conversation is far from over.

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