In recent years, the integration of artificial intelligence into various industries has reshaped the landscape of innovation and leadership. In this exclusive interview series, we spotlight trailblazers who are not just navigating this transformation but actively steering it. From technological breakthroughs to strategic foresight, these leaders are leveraging AI to enhance productivity, foster innovation, and solve real-world problems at scale.

Siva Ramakrishnan is the Executive Director of Statistical Programming, Innovation and AI at Vita Global Sciences. With over 14 years of experience in the pharmaceutical and technology sectors, Siva has steadily climbed the ranks from programmer analyst to executive, driven by a passion for programming and a commitment to leadership. Based in Chicago, Illinois, Siva oversees a team of over 30 professionals and plays a pivotal role in integrating AI solutions within highly regulated environments.

His work has bridged the gap between regulatory rigor and cutting-edge data science — accelerating trial timelines, delivering FDA approvals, and generating significant revenue growth. With a proven track record of leading multi-million-dollar FDA approvals, advancing AI-powered automation, and expanding global client portfolios, he has helped transform the landscape of life sciences and clinical data statistical programming and analytics. In 2024 alone, his leadership supported the FDA approval of breakthrough therapies and secured over $5 million in new business.

His achievements have been recognized with the Claro Gold Award in Data Analytics (2024), Titan Platinum Award (2025), Softworld Impact Player of the Year (2022), and Vita Data Sciences Impact Player of the Year (2023). He is ranked in the top 1% of his industry per LinkedIn SSI. He has delivered keynote addresses at IEEE-sponsored conferences such as IC3SE 2025 and has published research in respected journals. Sivakumar is also a member of the Forbes Technology Council and serves on the Program Advisory Committee at Loyola University Chicago, where he provides strategic insights and supports curriculum development for future professionals.

Thank you for joining us. Can you start by sharing a bit about your background and how you got to where you are today?

I’m currently the Executive Director of Statistical Programming, Innovations and AI at Vita Global Sciences (VGS). We provide statistical and biometric services to pharmaceutical companies worldwide. My journey began over 14 years ago as a programmer analyst. I then held various programming and lead roles at different companies. Craving more than just technical work, I transitioned into leadership at VGS in 2020, starting as a Manager and progressing to my current executive role.

Academically, I studied computer science — earning my bachelor’s in India and completing my master’s at Ball State University. That technical foundation has been essential in shaping my leadership style and strategic thinking in a highly regulated industry.

How long have you been in your current role?

I’ve been in my current role for about a year, and in strategic leadership roles within VGS for about 4.5 years. I bring over 14 years of industry experience, which gives me the insight to effectively merge innovation with regulatory compliance.

How large is your team, and do they all report directly to you?

I lead a team of about 30 professionals. While they all report to me, I delegate responsibilities across senior team members to ensure streamlined execution. I retain strategic oversight, determining resource allocation while setting project and strategic direction.

What are some of the biggest leadership challenges you face, especially in a remote environment?

Leading remotely can be challenging, especially in building human connections. You miss out on casual interactions that often foster trust and camaraderie. Still, we’ve adapted well using platforms like Zoom and Teams. Communication is critical — clear expectations, regular check-ins, and understanding each team member’s strengths are essential. This has resulted in our team managing 30+ active projects simultaneously — including landmark regulatory submissions and large-scale AI integration initiatives.

Growing this team was a four-year journey. It involved learning from failures and refining our hiring and training processes. The key has been ensuring that every team member is not only technically sound but also aligned with our values and client-focused mindset.

How do you hold your team accountable?

Through direct, open communication and structured metrics. Mistakes are inevitable, especially in early internal stages, but we use them as learning experiences. We make it clear what expectations are and emphasize that repeated errors, especially in client-facing settings, are unacceptable. Frequent assessments and feedback loops are crucial.

We established workflow efficiencies using version control (TortoiseSVN), rigorous SOPs, and AI-powered automation, which directly reduced project timelines by 20% and improved audit-readiness across the organization.

What behaviors are non-negotiable for you in your team?

Empathy, a client-first mindset, and a willingness to learn. If someone is selfish or unwilling to evolve, that’s a red flag. We’re in a service-based, patient-impacting industry, and a lack of empathy or curiosity can undermine the entire mission.

Have you always been interested in computers and tech?

Yes, both technology and understanding people come naturally to me. That balance helps me lead effectively in a technical domain while still connecting with my team.

Were you using AI tools like ChatGPT before they became mainstream?

Before ChatGPT’s public release, we explored similar tools and internal models, but full-scale adoption has been cautious due to regulatory concerns. We’ve been working on airtight internal pipelines and models, prioritizing security and reliability.

How has AI changed your work and your team’s workflow?

AI has been transformative. It augments rather than replaces programmers, helping automate repetitive tasks and allowing us to focus on strategic initiatives. We’re using AI for internal mapping, automating QA processes, and enhancing communication workflows. Still, human oversight remains critical due to risks like bias or hallucination.

Are you training your team in AI tools and prompt engineering?

Absolutely. We are collaborating with partners and universities and encourage hands-on learning during projects. I guide team members in using prompts effectively and strategically, showing them how to get better outputs and understand model limitations.

Do you explore AI outside of work?

Yes. I invest personal time experimenting with AI, taking postgraduate courses at Texas McCombs, and participating in industry forums. I’m honored to share that I’ve been selected as a Stream Chair for PHUSE US Connect 2026. I’ll be co-leading the stream on Artificial Intelligence, Machine Learning, and Large Language Models (LLM). As a Stream Chair, I play a critical role in curating content, engaging the community, and ensuring a dynamic and engaging program.

Our stream will focus on the exciting potential of AI, ML, and LLMs in transforming clinical studies and related processes. We’ll explore opportunities, challenges, applications, and regulatory considerations in driving clinical development, improving patient outcomes, advancing precision medicine, automating interactions, and enhancing processes. I’m looking forward to collaborating with the incredible PHUSE community to help shape an impactful and innovative program.

How do you mentor the next generation in such a fast-changing field?

I emphasize learning how to think rather than just mastering tools. Logic, structure, and adaptability are key. Even if a tool becomes obsolete, the ability to analyze problems remains invaluable. Domain knowledge and understanding the “why” behind solutions are also critical.

Do you believe young professionals should go the traditional university route or pursue alternative paths?

A general computer science degree with strong math or AI courses is often enough. The real value lies in learning the process, not just the tools. In our regulated environment, reproducibility and transparency are essential. Knowing how things work matters more than building something flashy.

Can you explain what a hackathon is and how it fits into your mentorship philosophy?

Hackathons are practical forums where students apply what they’ve learned to real-world problems. I’ve served as a judge at several and see them as a bridge between academia and industry. We’re exploring ways to recruit through these events, valuing creativity and problem-solving.

If you entered a hackathon today, what would you build?

I’d focus on solving a real-world problem with strong domain relevance. Identifying a genuine pain point and creating a solution that adds value is key. That approach mirrors how we run initiatives internally — driven by client needs and patient outcomes.

What are some initiatives your team is working on now?

We’re managing dozens of projects, with each team member often involved in several. I personally oversee 30 to 40 projects at any time. Prioritization is crucial — we classify projects by urgency and allocate resources accordingly. Delegation and leadership layering help maintain balance.

Recent accomplishments reflect a sustained record of excellence and impact in the field of clinical data science and statistical programming. I led the statistical programming efforts for the FDA approval of a groundbreaking $3.5 million-per-dose gene therapy for Hemophilia B — one of the most advanced therapies of its kind. I also played a key role in the NDA submission for a novel treatment for Familial Chylomicronemia Syndrome (FCS), and supported the FDA approval of the combination therapy avutometinib and defactinib for KRAS-mutated recurrent low-grade serous ovarian cancer (LGSOC).

In parallel, I have consistently driven business innovation, securing over $6 million in projected revenue for 2025. I’ve also pioneered AI-driven automation and advanced analytics across multiple clinical workflows — initiatives that are now setting new benchmarks for regulatory efficiency, data integrity, and operational scale in the life sciences industry.

How do you manage your time and work-life balance?

I work around 50–60 hours a week, sometimes more depending on project phases. Prioritization is my compass. High-visibility FDA submissions get my direct attention, while early-stage projects offer learning opportunities for junior team members. I structure my day around deep work blocks, set boundaries for recovery time, and continually reassess where I add the most value so I can lead effectively without burnout.

What changes do you foresee in your industry due to AI?

AI is a catalyst, but it won’t replace domain experts. Regulatory constraints mean we need transparency and reproducibility, making human oversight vital. AI will continue to augment workflows, drive collaboration, and improve speed and accuracy — but it won’t replace the need for judgment and domain knowledge.

What’s your vision for the next year?

More collaboration across pharma and tech, wider adoption of open-source tools like Python, and stronger regulatory guidance on AI. I hope to see more of our internal initiatives reaching production and continuing to save time and cost while enhancing quality.

About the Interviewer: Chad Silverstein is a seasoned entrepreneur with 25+ years of experience as a Founder and CEO. While attending Ohio State University, he launched his first company, Choice Recovery, Inc., a nationally recognized healthcare collection agency — twice ranked the #1 workplace in Ohio. In 2013, he founded [re]start, helping thousands of people find meaningful career opportunities. After selling both companies, Chad shifted his focus to his true passion — leadership. Today, he coaches founders and CEOs at Built to Lead and advises Authority Magazine’s Thought Leader Incubator.