LA Harbor News

We sat down with the founder of Unicycive Therapeutics, Dr. Shalabh Gupta, to discuss his background, innovation, and his vision for the future. 

LA Harbor News: You mentioned that your father was a significant influence in your life, both personally and professionally. Can you share a specific moment or lesson from your father that has guided your career decisions?

Shalabh Gupta: Growing up, I remember watching my father interact with his patients. He always took time to listen to them, to truly understand their concerns. I could see that his care went beyond just treating symptoms—he aimed to improve lives. That approach left a strong impression on me, and it has shaped my decisions ever since. It was clear to me that healthcare was about making a meaningful impact, and that’s what has driven my career path. My father taught me that while medicine is a science, it’s also very much about connection and compassion. This principle has guided me in every role, and it’s a reason why I’m so focused on making a difference for thousands of people today.

LAHN: Growing up in India, how did your cultural background shape your approach to medicine and entrepreneurship in the U.S.?

SG: Growing up in India, I received a strong educational foundation, especially in the sciences, but I also saw how the quality of care could vary dramatically depending on where you practiced. Advanced technologies, like MRI and CAT scans, were not always accessible, which limited what healthcare providers could offer. Coming to the U.S. was incredibly appealing to me because of the high standards of care and the readily available resources available to help patients. I wanted to work in an environment where I could provide the best care possible for my patients. 

Studying in one of the top medical schools in India taught me discipline and resilience, but coming to the U.S. presented its own challenges. I knew I’d have to work harder than everyone else to prove myself, and I was determined to do so. This experience has driven me to continue striving for excellence, knowing that in the U.S., opportunities are there for those who are committed to making a difference.

LAHN: How has your relationship with your sibling, who works in Silicon Valley, influenced your career in healthcare and biotech?

SG: My brother has been more than just family; he’s a true friend and someone I can talk to about anything. In the world of entrepreneurship, things can sometimes feel lonely, and having my brother's support has been invaluable. He’s someone I can count on for honest advice and emotional support, which makes a huge difference. Whether it’s sharing challenges or celebrating wins, knowing he’s there for me gives me a sense of stability. I feel fortunate to have him not just as a brother but as a trusted confidant.

LAHN: At NYU, you pursued a Master’s in Public Administration with a focus on Health Care Finance and Management. What motivated you to blend public service and healthcare, and how has this training impacted your work as an entrepreneur?

SG: My motivation to pursue a Master’s in Public Administration with a focus on Health Care Finance and Management stemmed from the pressing need I saw to address the inefficiencies and frustrations within our healthcare system. I wanted to understand why our system still feels broken despite its vast resources. At NYU, I dove into how public policy and finance shape healthcare, learning that policy decisions deeply affect both the quality of care and how resources are allocated.

This training has been instrumental as an entrepreneur. It has helped me analyze the broader financial implications of policy changes and consider innovative approaches to making healthcare more accountable and impactful. By combining public service values with a financial perspective, I aim to create solutions that enhance patient care and use taxpayer dollars more responsibly. This blend has guided my career and inspired me to work toward a system where healthcare spending is more effective and benefits everyone involved.

LAHN: During your medical school years, what were some of the most challenging moments, and how did they shape your approach to problem-solving in your later roles as a CEO?

SG: During my medical training, one of the biggest challenges was managing high-stakes situations with limited resources and time. Some nights, I’d be the only physician on call, responsible for up to 50 patients. To be effective, I had to quickly learn how to prioritize and manage serious situations simultaneously mentally. This experience taught me to focus on the top two or three most urgent needs at any given moment—essential skills that have carried over into my role as a CEO.

In these situations, I realized the importance of teamwork, collaboration, and knowing when to ask for help. Even as a skilled physician, I couldn’t do it all alone, and I learned that true effectiveness lies in working with others, especially my nursing team, to help my patients and being resourceful. These lessons—prioritizing, collaborating, and leveraging my team's strengths—have been invaluable in leading a company. As a CEO, I draw on these skills daily, keeping our focus on the most pressing goals and fostering a team environment where everyone’s strengths contribute to our success.

LAHN: You excelled academically but how did engaging in co-curricular activities helped you to broaden your horizons? How did this focus on academics prepare you for the demands of running a company?

SG: My academic journey was foundational in shaping my confidence and leadership skills, which have been critical in building and running my own company. Coming to the U.S., I quickly realized that success here is based on more than just expertise; it’s about how well you can learn, adapt, and communicate your vision. I pushed myself to the limit during medical school and residency, staying deeply focused on medicine. But stepping into leadership roles—like being elected president of the Residents’ Council and chief resident—taught me that I could reach beyond medicine.

These experiences helped me gain the confidence to take on more significant challenges, from learning how to relate to and inspire people to effectively selling my story and vision. Leadership in student government, for instance, required me to connect with others, gain their trust, and communicate clearly—skills that are just as vital in business. I came to understand that self-awareness and personal growth are crucial and that knowing and pushing yourself helps you succeed on a much larger scale.

Ultimately, each of these steps—from my academic work to residency leadership roles—prepared me for the complexities of entrepreneurship. Every small victory built my resilience and taught me that the harder the journey, the more meaningful the outcome. Today, I lead with that same perspective, knowing that my background in academics and leadership has equipped me to tackle the challenges of running a company and making an impact on a larger scale.

LAHN: You’ve had diverse roles, from working on Wall Street as an analyst to being a practicing physician. How did the skill sets from these distinct fields merge to shape your leadership style at Unicycive?

SG: My diverse experiences on Wall Street as an analyst and as a practicing physician have uniquely shaped my leadership style at Unicycive. From finance, I gained analytical skills and a strategic mindset, enabling me to understand market dynamics and make data-driven decisions. My medical background instilled a patient-centric approach, emphasizing empathy and the importance of collaboration. This combination allows me to approach challenges with a comprehensive view, emphasizing both innovation and compassionate care. Ultimately, my goal is to foster a collaborative environment that prioritizes improving patient outcomes while driving our mission forward.

LAHN: What was the biggest challenge you faced transitioning from practicing medicine to leading biotech companies, and how did you overcome it?

The biggest challenge I faced moving from medicine to biotech leadership was proving myself in a field where everyone wants a proven track record. Coming from India with only a medical degree—no undergraduate degree and no formal business background—meant that many doors were closed to me initially. I received countless rejections because I lacked the typical experience investors look for, but I was determined to break into this field, even if I had to start from scratch.

As a physician, I had never worked in biotech or on Wall Street before, so I had to convince myself—and others—that I could bring value despite the lack of a traditional business degree. I learned quickly that if you’re trying something new, you must keep putting yourself out there, even if the initial answer is often ‘no.’ For each step forward, I had to overcome my own doubts, focusing on the opportunities rather than the setbacks. Unicycive, my third company, is one where I’m raising funding on a new scale, which is something I’ve never done before.

The journey taught me resilience and the power of persistence. Each rejection became a step forward in building something meaningful, and I learned to keep my focus on the positive while pushing past any negative thoughts. That mindset shift has been essential, allowing me to move beyond the traditional path of medicine and make an impact in the biotech world.

LAHN: You’ve mentioned that working at Genentech was your favorite job. What specific lessons from your time there have you applied to building Unicycive’s culture?

SG: Working at Genentech taught me the importance of building a strong company culture centered around collaboration and innovation. I learned how to create an environment where team members feel empowered to share ideas and take risks. This emphasis on teamwork and open communication is foundational at Unicycive, where I strive to cultivate a culture that encourages everyone to contribute to our mission of improving patient outcomes. These lessons continue to guide us as we grow and navigate challenges in the biotech landscape.

LAHN: Unicycive’s mission is to bring medicines to market that might otherwise remain shelved. Can you provide an example of a time when you felt particularly challenged in pushing one of these products closer to market?

SG: One of the most significant challenges I faced in advancing Unicycive’s mission to bring new treatments to market was with our first product, OLC. I wanted to accelerate its path to approval and make an impact within just a few years, which is ambitious in biotech. This challenge required convincing investors of its value, especially since OLC was previously being developed in another company and also was being developed using a traditional development path, which would have required more trials, more cost and more time.

We also approached the FDA early on to explore an expedited pathway, drawing on precedents for similar drugs. This “relay” mindset—looking for innovative ways to speed up each step—was key in helping us navigate the process.

LAHN: How do you prioritize the development of treatments for rare diseases within Unicycive’s pipeline, and what drives your passion for this specific area of healthcare?

SG: At Unicycive, we prioritize the development of treatments for rare diseases because these conditions often lack effective therapies, leaving patients with limited options. My passion for this area stems from a deep-seated commitment to making a tangible difference in patients' lives, particularly those without treatments. We focus on leveraging innovative approaches and strong partnerships to bring these treatments to market, ensuring that every patient has access to the care they deserve.

LAHN: You founded Unicycive by yourself and acquired two products in 2018. Can you take us through the process of identifying those products and deciding to bring them into the company?

SG: When I founded Unicycive, I focused on identifying drugs with solid potential that were not strategically suited in their prior organization or were going to be sitting on the shelf because of the reallocation of resources. For example, our lead compound, OLC, had been shelved because its predecessor company had moved their focus into oncology indications. My goal was to leverage creativity, persistence, and adaptability to push these therapies toward the finish line. I accepted that we might encounter failures along the way, but each setback provided invaluable lessons that brought us closer to making a real impact on patient care.

LAHN: You mentioned that you wish you had become an entrepreneur sooner. If you could go back in time, what would you do differently in the early stages of your career to expedite this transition?

SG: Reflecting on my career journey, I didn't consciously plan to transition into entrepreneurship sooner. Instead, my realization came when I worked at Genentech and saw the immense potential to impact patient care through biotech directly. I recognized that I had a unique set of skills—both in science and in turning complex innovations into accessible treatments—that could make a real difference. Starting Unicycive wasn't about being my own boss but about leveraging those skills to bring life-changing technologies to people who need them most.

LAHN: What are some common misconceptions about entrepreneurship in the biotech sector, and how have your own experiences aligned with or differed from those perceptions?

SG: There are several misconceptions about biotech entrepreneurship, especially that it’s a “marathon.” I view it more as a “relay race”—each phase requires different expertise and focus, and success hinges on knowing when to pass the baton. Another common belief is that significant funding is the only way forward, yet Unicycive went public without any VC funding. Building a biotech company also demands extreme focus, which means choosing a niche (like kidney care over any other indication) and having the discipline to say “no” to distractions that detract from our mission.

Creating impact in biotech often means working against natural biological challenges—lab results don’t always translate to humans, and AI isn’t foolproof. With so many variables, a clear, disciplined approach is essential for long-term success.

LAHN: How do you foster innovation within Unicycive, and what strategies do you use to ensure that your team remains at the cutting edge of biotech development?

SG: At Unicycive, fostering innovation is deeply rooted in our team's expertise and my commitment to advancing patient-centric biotech solutions. My experience has shaped a strategic approach that identifies what patients need most and what potential investors are likely to support. We stay agile, drawing on scientific insight and market trends to guide our priorities. By creating a culture that values continuous learning and resourcefulness, Unicycive ensures our development efforts align with the cutting edge of biotech and the evolving demands of healthcare.

LAHN: You’ve mentioned that gardening teaches you patience. How has this hobby influenced your approach to managing a long-term project, like drug development, which can take years to come to fruition?

SG: Gardening has taught me the importance of patience and the value of nurturing a project over time. Just as plants require consistent care and attention to grow, drug development demands a long-term commitment and careful management. This hobby has instilled in me the understanding that meaningful results often take time and that perseverance is essential in navigating the complexities of bringing a new therapy to market. By embracing this mindset, I remain focused on the end goal while appreciating each incremental step along the way.

LAHN: You enjoy reading non-fiction biographies. Is there a particular biography that has inspired you in your entrepreneurial journey? What lessons did you draw from it?

SG: Shoe Dog by Phil Knight stands out to me as a biography that really inspired me. But honestly, there have been numerous books that have helped me along my journey. I draw lessons from each of them. Sometimes, you are the only one to inspire yourself. You do it because it’s bigger than yourself, giving you the inspiration and courage to keep going.

LAHN: Learning to play the guitar with your son is one of your current pastimes. How do you balance the demands of running a company with family life, and what role does your family play in keeping you grounded?

SG: Balancing the demands of running Unicycive with family life is crucial for me. Learning to play guitar with my son is a wonderful way to spend quality time together and escape work pressures. My family keeps me grounded, reminding me of what truly matters and providing the emotional support I need to navigate the challenges of entrepreneurship. Their encouragement motivates me to maintain a healthy work-life balance, ensuring that I remain focused and energized both personally and professionally.

LAHN: You stated that you believe we can make a difference by doing one small thing at a time. Can you share an example from your professional life where small, incremental changes led to a significant breakthrough?

SG: One example from my professional life is the IPO process. Running an IPO is like running a marathon; it’s a long journey that requires breaking it down into manageable pieces. Each day, I focused on one task—whether it was working with lawyers, accountants, or auditors. This approach allowed me to build confidence and steadily move toward the finish line. It’s easy to be intimidated by the big picture, but by dividing the process into bite-sized goals, I was able to make continuous progress with the support of a strong network.

LAHN: As Unicycive continues to grow, how do you envision the company’s role in the broader landscape of healthcare and biotech innovation in the next five to ten years?

SG: In the next five to ten years, I envision Unicycive playing a pivotal role in advancing patient care by focusing on underserved areas within healthcare, particularly in nephrology and rare diseases. Our commitment to developing innovative therapies will position us as a leader in the biotech sector, fostering partnerships with healthcare providers and patients alike. As we expand our pipeline and continue to drive innovation, we aim to make a significant impact on patient outcomes and the overall healthcare landscape.

LAHN: What legacy do you hope to leave behind through your work at Unicycive, both in terms of the treatments you develop and the culture you build within the company?

SG: The legacy I hope to leave through my work at Unicycive is twofold. First, I want to impact patients' lives by developing treatments that truly improve their health outcomes, always keeping empathy at the forefront. Second, I aspire to build a company culture that sets Unicycive in a unique way that is different from others—a team that is not only driven by innovation but also by a deep commitment to patient care and a sense of purpose that transcends business success.

Dr. Shalabh Gupta is a physician and biotech entrepreneur. He is the founder and chief executive at Unicycive Therapeutics Inc., a biotechnology firm headquartered in Los Altos, California.