Q&A with Kate Aiken, Chief People Officer at Arcellx

Kate Aiken knows what it takes to scale—and what it takes to sustain a thriving culture.

After leading people teams at Fortune 100 companies, she made the leap into biotech not to replicate enterprise systems, but to redesign them for speed, purpose, and humanity. Now, as Chief People Officer at fast-growth biotech company Arcellx, she’s helping build something rare: a culture as bold as the science.

She’s applying high-impact strategy with high-touch leadership—coaching first-time managers, supporting employees through immigration and life transitions, blending biotech with tech DNA, embedding diversity from day one, and preparing the workforce for what’s next, including AI.

Here, in our Leading the Way Q&A, Kate offers a clear-eyed look at what it really takes to lead with intention during rapid growth—and why culture is the most critical navigation system for any biotech company scaling at speed.

Arcellx is in a period of rapid growth. What made you want to get on this rocket ship?

Kate: I was drawn to the sense of purpose—and the people. The science is compelling, but what sold me was the authenticity of the leadership. Rami [Elghandour, CEO] was clear that building a values-based culture wasn’t a side project. It was central to success. That’s rare, and it’s what made me say yes.

You came from Fortune 100 companies. How has that shaped your approach at Arcellx?

Kate: I’ve flown on that jumbo jet—I know what enterprise-scale infrastructure looks like. But here, we don’t need a 747. We need a balsa wood aircraft: something light, fast, and adaptable that won’t collapse under its own weight. I’m using everything I’ve learned, just in a more precise, surgical way. That means building what we need now—with an eye toward what’s next.

Arcellx sits at the intersection of biotech and tech. How does that show up in your culture?

Kate: It gives us a unique edge. Scientists, engineers and technologists bring different instincts and experiences to problem-solving. That diversity is a strength, and it opens the aperture when we think about talent. For example, we recently hired a candidate for a quality affairs role who has a background in education—not a traditional hire, but she brought a systems mindset and deep empathy. That’s the kind of diversity of thinking that enriches our work.

How do you define Arcellx’s culture in a sentence?

Kate: High expectations, high support. We expect a lot from people, and we make sure they feel cared for along the way.

Can you give an example of what “high support” looks like in practice?

Kate: Absolutely. We’ve had team members navigating complex work permit situations—some urgent, some emotionally taxing. Our response is always: “You don’t have to carry this alone.” We partner with legal, stay close, and sometimes even restructure roles or timelines to make it work. That’s what it means to be people-first. We’re also thoughtful in how we support relocations—especially when it involves moving a partner, a family, a life. These are not transactions. They’re transitions.

In today’s market, defining culture clearly is crucial. How are you doing that?

Kate: We’re very clear on our employee value proposition. People want to feel inspired, supported, and surrounded by excellence. The exciting science at Arcellx gets people in the door—but it’s the experience of working here that keeps them. We reinforce that every step of the way—from interview to onboarding to development.

How are you managing culture across your East and West Coast locations?

Kate: We have a very intentional presence strategy. Our leaders don’t just drop in for meetings—they show up for people. We make sure the two offices look and feel consistent, with similar approaches to gatherings and celebrations. We even created an “Arcellx exchange” so team members can spend time working on the opposite coast. That shared experience builds empathy and unity.

You’ve said that diversity is part of Arcellx’s DNA. What does that look like today?

Kate: Diversity isn’t a campaign here—it’s who we are. It’s infused into everything we do, not something we layer on top. That’s the real power. We couldn’t walk it back even if we wanted to—it’s too embedded. Right now, more than 50% of our workforce is racially or ethnically diverse, and over half are women. And that includes leadership. We’re proud of those numbers, but more importantly, we’re proud of the lived experience people are having here. They feel seen, valued, and included—and that’s intentional. It starts at the top. Rami is our best recruiter and culture carrier.

How are you leading through ongoing uncertainty in biotech?

Kate: With transparency and consistency. We’ve stayed disciplined—right-sizing the team, investing where it counts, and being open about what we know and what we’re still figuring out. We review compensation regularly, we support people through personal challenges, and we lead with empathy. That’s how we build trust—day by day.

What does your team need most from you right now?

Kate: Real-time support. Especially for new and first-time managers—we walk with them, coach them, give them the tools and templates to lead well. We don’t expect perfection, but we do expect presence, honesty, and the willingness to learn.

How are you thinking about the role of AI in people strategy?

Kate: It’s coming fast. And while we’re early in our journey, I’m already thinking about how to hire for AI fluency in all kinds of roles. That’s another kind of diversity. For example, I want someone on my team who’s native to these tools, who can push us forward responsibly. The People team will play a role in integrating AI because it isn’t just a tech transformation—it’s a workforce transformation. The People team will help the organization rethink roles, redesign workflows, and keep humans at the center. We don’t just support the change—we drive it.

You’ve helped companies grow through many stages. What’s your advice for other biotech HR leaders?

Kate: Match the ambition of your science with the ambition of your people practices. Top talent doesn’t just want a paycheck. They want meaning, belonging, and momentum. If you can offer that—and be real about it—you’ll build something people are proud to grow with!

Waterhouse is a brand reputation agency that helps emerging and fast-growth life sciences companies build competitive advantage. For more information email kkraemer@waterhousebrands.com.