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Interview with Legal Life-Saver Amiel Gross

In this interview, Amiel Gross provides his insight into employee engagement and productivity and how they can be vital in shaping a company's culture.

By Amiel GrossPublished 2 years ago 3 min read
Interview with Legal Life-Saver Amiel Gross
Photo by Scott Graham on Unsplash

Amiel Gross is an enthusiastic, “naturally curious” lawyer and life-long learner, with an interest in biotech, pharmaceuticals, rare disease and helping patients. He serves as Vice President and General Counsel at Center for Breakthrough Medicines. Since its founding in 2020, CBM has become an emerging force in the industry, ramping manufacturing and testing capabilities.

Throughout Amiel's tenure at the company, he has been committed to creating a culture of employee empowerment and powerful leadership. He believes in partnering with all aspects of the organisation to create innovative ways to source, hire, develop, lead and inspire people to be their best selves; deliver industry-leading results; and ensure the highest standards are achieved.

Originally from Texas, Amiel Gross graduated from Southwestern University in 1996 with high honors and was an All-American baseball player there. Later, he earned a J.D. from The University of Texas School of Law, which he attended on a scholarship sponsored by the NCAA.

We discussed with Mr. Gross how he is sculpting the future of the company. We talked about both employee engagement and productivity, which are two big drivers in the overall experience. Here are a few of the highlights from the interview with Amiel Gross.

How important is leadership's role in bringing lasting changes to the culture of an organisation?

Amiel Gross: Leadership is essential to any kind of cultural change, and the truth is, leadership is always in demand. The most significant events and changes in history have been spearheaded by great leaders. There is no progress without leadership. This also applies to companies. “We have some of the most skilled and experienced scientists and business executives globally,” Gross says. “My job is to empower their work so that innovation is allowed to prosper.”

In your opinion, how has your department helped to refine the company’s business operations?

Amiel Gross: Above all, by providing greater structure while eliminating risks “so scientists can work more productively.” I talk to my team every day, either in writing or in-person. Culture is facilitated by interaction, so I try to communicate with them every single day. “People count on my legal expertise to spot issues they are not thinking about—and vice versa,” says Amiel Gross. “Together we are sculpting the future of the company.”

What can organisations do to foster a learning culture?

Amiel Gross: Clearly, leadership has a profound effect on culture. Rather than discuss that, let me focus on two overlooked aspects. Companies tend to underestimate how crucial the hiring process is to a learning culture. Are you hiring people who are eager to learn? Are you discussing learning at all? It conveys a message to prospective candidates and to your current colleagues. Accessibility to information and opportunities for learning are also important. When learning is buried in an obscure learning management system, no one will use it. In the learning and development industry, not considering the environment of the co-worker is probably the most often made mistake.

In your opinion, how important are collaborative opportunities between learners and leaders in building a learning culture?

Amiel Gross: To begin with, I hope leaders are also learners. Learning is the key to being a good leader. That being said, shared experiences are the foundation of a culture. By providing collaborative opportunities, you give participants the chance to share experiences and learn from each other. By providing these opportunities, your organisation also signals its commitment to learning.

What is the best way to measure engagement within a company or team?

Amiel Gross: A well-crafted survey may help you get a sense of the big picture. However, talking directly to the employees is the most effective way of interpreting, and understanding, the results, and determining best strategies for making improvements. When interpreting results, we keep our own frame of reference in mind. By talking to individuals, we can gain a clearer understanding of their responses. Through conversations, you can dig deeper and ask tailored questions.

Thought Leaders

About the Creator

Amiel Gross

Amiel Gross is Vice President & General Counsel at Center for Breakthrough Medicines. Mr. Gross has over 20 years of legal experience. Graduated from The University of Texas School of Law and hold title Doctor of Law - JD

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