Dr Raffael Himmelsbach and I discuss his unorthodox path from a political science PhD at the University of Lausanne into science policy and research-adjacent leadership roles across multiple countries, including work with the Center for Digital Life Norway and co-directing a Vienna Ludwig Boltzmann Research Group on wound healing. He describes moving away from a publication-driven track toward designing programs, coordinating networks, and working with people, and reflects on the discomfort and courage required in ambiguous roles where goals and success criteria can be unclear. Drawing on large-scale, multi-institution collaborations, he discusses stakeholder management, the risks of equating success with spending and visible activity, and the importance of creating safety and “attractiveness” for collaboration. He shares practical tools such as participatory lab manuals, structured check-ins, and “parking lot” rituals, and reflects on leadership beyond positional authority, the tension between expert and leader identities, and the value of coaching and self-leadership as he now transitions to leadership coaching and organisation development consulting.
00:29 Introducing Raffael
03:38 From Political Science to Science Policy and Responsibility
10:03 Finding his Happy Place in a Research Adjacent Role
17:53 Becoming more Professional, Accepting Being Uncomfortable
