Stephen Earl: From bench to big biotech

Stephen Earl has carved out a remarkable career in biotechnology, one that bridges the lab bench, big biotech, and everything in between. As Director of Global Business Development and Licensing at CSL — Australia’s leading multinational biotech company — he now plays a central role in identifying and securing new medicines to bring into the CSL pipeline.

“Our team is responsible for evaluation of external clinical stage medicines, and facilitating partnerships for these and other enabling technologies of interest to CSL,” he explains. “We work closely with CSL’s R&D, legal and IP teams to negotiate these partnerships and gain access to external innovations for CSL.”

His background makes him uniquely suited to this space. Before joining CSL, he spent nearly a decade with UniQuest, UQ’s commercialisation company, working closely with researchers to bring university-based innovation to market.

“What I do now is not dissimilar to what I did then – just a different side of the fence. I used to be selling the tech. Now I’m looking as a potential buyer.”

Building a biotech career: A nonlinear path

Stephen is the first to admit that he didn’t have a clear career plan as a student. He just knew he liked biotechnology — the idea of turning science into something that could improve lives. He studied biotech at UQ, followed by a PhD, and later returned to complete a master’s in technology and innovation management to gain business skills.

“That laid the foundation for me to transition from the lab to commercialisation. I realised during my PhD that I didn’t want to be a bench scientist in the long term.”

One of his proudest achievements was helping spin out Infensa Biosciences, now in the news for developing a potentially life-saving drug from funnel web spider venom. The drug could prevent damage to the heart and brain following a heart attack or stroke. Stephen worked closely with the UQ research team, helping to protect the IP and negotiate the partnership with Infensa — all essential steps in moving the innovation forward.

“In a university environment, it’s incredibly empowering to see promising research move into a biotech company and a step closer to making a difference for patients.”

Big picture: What makes Australian biotech tick

Stephen believes Australia punches above its weight in research excellence and infrastructure, but we still face a shortage of private capital and early-stage risk appetite.

“We’re making headway, but we don’t yet have the same critical mass of entrepreneurs and investors that places like Boston have.”

Still, he’s optimistic. He sees smart people pushing biotech forward in Australia and governments becoming more willing to invest in innovation — not just infrastructure. CSL itself is part of that progress, focusing on rare but impactful diseases like haemophilia and immune deficiencies, and delivering plasma-derived medicines to patients in need.

“CSL is dedicated to making a meaningful difference to patients with serious, often lifelong, and life-threatening conditions.”

He’s especially excited about gene therapies. “There are now approved medicines that can correct genetic defects. It’s life-changing for patients. And the technology continues to improve, opening up opportunities in more conditions.”

Innovation, impact and the role of industry partnerships

Stephen is passionate about making sure great science leads to real outcomes for patients. “As I see it, universities and MRIs are about blue sky and discovery research. Industry is about minimising risk and maximising return. We need to continue to bring those 2 worlds together.”

He sees a key challenge — and opportunity — in helping researchers better understand what industry is looking for. At CSL, they evaluate whether there is unmet need for patients, whether they have the capabilities to deliver a solution for patients, and whether they can do so sustainably within their business model.

He’s also realistic about the road ahead.

“There are diseases for which we still don’t have adequate treatment. We need better medicines. And sometimes the solutions we have are burdensome — regular injections, complex delivery — and we must do better.”

A UQ journey, and advice for the next generation

Stephen’s UQ experience is a throughline in his career — undergraduate, PhD, master’s, and work at UniQuest. He credits much of his inspiration to Professor Ross Barnard.

“Ross was such a great mentor — thoughtful, generous, and incredibly inspiring. He set up a program that really opened doors for students.”

Stephen remembers travelling to California on a scholarship Ross helped arrange. “It was transformative. Being in that ecosystem changed how I saw the world.”

His advice to students? “Find someone doing a job that looks interesting. Take them for a coffee. Ask how they got there. You don’t need a full plan — just start exploring.”

He also urges students to be honest about what they enjoy. “I was a little naïve about a career as a laboratory-based scientist. I realised later that I wanted something different and fortunately I had the opportunity to explore adjacent roles.”

Looking ahead: Bridging the ecosystem gap

Stephen believes that institutions like UQ are doing well — especially in teaching and graduate outcomes — but there’s more work to be done to build a thriving biotech ecosystem in Australia.

“We need to find ways to better connect researchers and commercial partners. We’re physically and culturally removed from the kinds of networks you find in Boston or San Diego.”

He sees potential in initiatives like 25 in 25, which aim to build alumni connections across cohorts. “There’s a great opportunity for collaboration. We just need to keep the momentum going.”

And, above all, he hopes his work continues to serve patients.

“Ultimately, biotech is about enabling patients to live full lives. And we still have work to do.”