Pathfinder Career Narratives is an ongoing series tracking the career choices and experiences of doctoral graduates. You can see all of the posts in the series here. You can find all the Pathfinder resources and opportunities here. Today’s blog is written by Dr Clare Stevenson, Head of Science Coordination and Research Culture, at the John Innes Centre (JIC). You can find Dr Stevenson on LinkedIn and Bluesky. You can find more about the John Innes Centre here.
Name: Clare Stevenson
Doctorate subject area and year of completion: Structure determination of small signalling proteins – 2007
Role and employer: Head of Science Coordination and Research Culture, John Innes Centre (JIC), Norwich, UK
Approximate salary bracket for this type of role: Salary band bracket £55,500-69,000
From Lab Bench to Leadership: My Unconventional Science Journey
My career path to leadership hasn’t been conventional, and has included roles such as research technician, facility technician, facility manager, and eventually a move to senior management. Following my undergraduate degree in Biochemistry (with a year in industry) my first job was also in industry, a three-year stint in contract research in drug metabolism. My claim to fame is that I worked on Viagra! In this role, I was a line manager of two staff and led on delivery of projects which included presentations of reports, budgets and more. Although I enjoyed the work, I wanted to be more involved in research, working to make a difference and contributing to scientific discovery. I was also drawn to academia as my industry position was unstable and I couldn’t see any development opportunities. These factors initially drew me to the John Innes Centre (JIC) in 1996.
As a research technician in a structural biology group, I became the ‘eyes, ears, and hands’ of a Group Leader, Professor David Lawson, in the lab. Over the years I became an expert in protein crystallography, but I was always aware of the perceived limitations of a technician’s career in academia, and the knowledge that I had not completed a PhD. Through support from my manager and the JIC I completed a part-time PhD alongside my day job, writing my thesis during maternity leave. It was a testament to perseverance and showing others what I was capable of. Over time, my role evolved at JIC, morphing into managing a biophysics facility. From a single machine, we grew to four techniques, serving both internal and external clients. This wasn’t just about technical expertise anymore; it was about business acumen, grant writing, and strategic planning, and I thrived on the new challenge.
However, by 2021, I knew I had reached a plateau in my facility management role. The question was: where next? A larger facility, a different organisation? Or a leap into management?
Throughout this journey, one passion remained constant: recognising the crucial contributions of technical and support staff. I saw that their talent and dedication was often overlooked. This led me to found the JIC Research and Support Staff voice group, a staff voice group that still exists in our institute today, which then led the JIC to becoming a founding signatory of the Technician Commitment in 2017. It was about more than just recognition; it was about creating a culture where everyone felt valued.
I discovered I had a knack for inspiring others, and for encouraging them to step outside their comfort zones. I was noticed externally and began to work for the Technician Commitment (TC) team. To begin with this was for 10% of my time and then, when the UK Institute for Technical Skills and Strategy became the home of the Technician Commitment in 2023, it was as a consultant for four hours a week. This gave me a more extensive external network and introduced me to policy and culture at a deeper level. I eventually realised that a career step sideways, away from direct science and into a management role, might be what was needed.
In 2023 a senior management job was advertised, and I thought I would give it a go, so I took a chance to step outside my comfort zone. I applied and got it! This new opportunity was a significant promotion and a complete change of role, but a chance to leverage my skills and knowledge to make a real difference.
Leaving the lab was bittersweet. It wasn’t the experiments I missed, but the people. Now, I’m a bridge-builder, connecting scientific vision, operational strategy, and research culture. I work closely with the Director and Chief Operating Officer, coordinating grants, crafting strategies, and ensuring we’re aligned in our ambitious goals.
But it’s still the people that truly matter. Fostering an inclusive research culture, championing diversity – these are my priorities. I build relationships with external partners, ensuring JIC’s reputation for excellence. My goal is to empower our scientists, to create the conditions for them to thrive.
My current role can be quite intensive, and no week is the same. I work closely with our science leads overseeing coordination of our science programmes and horizon scanning for opportunities for funding. I manage all our brilliant administrators. I improve processes and spot gaps. I am the lead for Trusted Research and Innovation, and Equality, Diversity and Inclusion (EDI). I support the Director, often writing documents on his behalf. If something at the institute isn’t working, I need to be aware and mitigate any risks. We have an ongoing new build programme at the institute, and I am part of several of the engagement strands for this. One moment I might be talking about accessibility in the new building, then writing a multi-million-pound grant application, or managing a neurodiversity project. The work is incredibly varied and exciting.
With over 100 publications, Chartered Scientist status, an honorary lectureship and status as a fellow of the Royal Society of Chemistry, I’m proud of my scientific achievements. However, my current role allows me to take on new challenges and contribute in a different, but equally meaningful way. My journey has been unconventional, a testament to the power of perseverance, passion, and the courage to step outside your comfort zone. And I wouldn’t have it any other way.
I have largely been self-taught but recently have attended the UKRI Research Leaders Symposium as well as a senior leadership EDI course. Some of my key learnings around leadership include knowing that people are the most important thing in any organisation and giving them ownership of tasks and recognition for the work they do is vital. I strive to understand what motivates each individual and to be flexible to allow them to use their strengths.
I think one key piece of advice for anyone in a leadership role is: listen. For others who may be contemplating career changes or pivots, take opportunities and don’t be scared to put yourself forward for something. Be aware of ‘group think’ and don’t worry if you think differently. Ensure you deliver what is promised, don’t fear change, and be yourself!
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