An Interview With Chad Silverstein
Stay open to feedback, failure, and unexpected ideas. Sometimes the most valuable insight comes from where you least expect it. The best entrepreneurs listen more than they talk.
We are starting a new interview series about the world of entrepreneurship beyond the classroom — a realm where theory meets grit, and education meets real-world challenges. We want to hear about critical business wisdom that often goes unspoken in academic settings. I had the honor of interviewing Dr. Shalabh Gupta.
Shalabh Gupta, MD is a physician by training and the founder of three biotech companies. He built his latest company, Unicycive, from the ground up, with with no funding or assets. Dr. Gupta firmly believes that his achievements are made possible through the support of friends, mentors, and countless individuals who have been a part of his journey, both directly and indirectly.
Thanks for being part of this series. Let’s jump in and focus on your early years. Can you share who was your biggest influence when you were young and provide specific examples of what you learned from them that helped shape who you’ve become and how you live your life today?
My father was a doctor, and growing up, I watched how he treated his patients — with patience, empathy, and a genuine desire to understand their concerns. His care went beyond symptoms; he focused on improving lives. That left a lasting impression on me and has shaped every step of my career. He taught me that while medicine is rooted in science, it’s ultimately about connection and compassion. That belief continues to guide me — and it’s a big reason why I’m so focused on making a difference for thousands of people today.
Staying on the topic of influence, who has been your biggest catalyst more recently and what can you share that you’ve learned from them that led you to making changes in your life?
Recently, I’ve had the chance to connect with several CEOs who’ve successfully sold their companies. The lessons I’ve learned from them have been eye-opening. Their real stories, not the ones you read in headlines, are filled with ups, downs, and unexpected pivots. One of the biggest takeaways has been the value of staying agile. Being open to input from all directions often leads to the breakthroughs you didn’t see coming
I’ve also come to appreciate how essential it is to have the right team in place. People who can handle everything from clinical trials to scaling operations. Growth doesn’t happen in a straight line, and it takes both the right mindset and the right people to navigate it.
Spending time with other CEOs in the Bay Area has also been incredibly valuable. Their experience has helped me better understand what it takes to scale a company, and I try to learn from them every chance I get. Those conversations have been some of the most meaningful in shaping both my business and personal growth.
In this interview series, we aim to reveal what seasoned entrepreneurs wish they had known when they were starting out and capture what the textbooks and college professors left out. Mistakes are invaluable. Can you name one specific mistake that you made early on, and learned the most from, but wish you’d been forewarned about?
One of the biggest early-stage mistakes companies make is hiring too quickly — or not quickly enough. It’s a tricky balance, and I’ve learned that growth isn’t about headcount, it’s about bringing in the right people at the right time.
In a small company, every hire is significant. When you’re 20 people, one new team member is 5% of your workforce — so there’s no room for deadweight. Early on, it’s easy to think more people means more progress, especially if you have funding. But real growth comes from building a team that actually moves the business forward and creates value.
I’ve learned that scaling isn’t about speed, it’s about value. If you’re not creating value with each hire, you’re just burning resources. That’s a lesson I wish I’d fully understood from day one.
Is there a leadership myth you believed early on that you’ve since debunked through your real-world experience?
One leadership myth I used to believe is that entrepreneurship is a marathon. But over time, I’ve realized it’s more like a relay race; each stage requires different skills, and knowing when to pass the baton is critical.
Another common myth is that significant funding is the only path forward. At Unicycive, we went public without any VC backing, which just shows that focus and strategy can go a long way.
Building a company takes relentless focus. For us, that meant choosing a niche — kidney care — and having the discipline to say no to anything that didn’t align with our mission.
People often think entrepreneurs are fearless or just lucky. Neither is true. You’re usually the one pushing the vision forward, even when no one else sees it. The real skill is believing in what’s possible and figuring out how to make it happen.
I’ve read countless books and learned from many others, but sometimes, the only person who keeps you inspired is you. And that’s okay because when the mission is bigger than you, that’s often all the motivation you need.
What’s the key operational insight you’ve gained since running your business that was never mentioned in any classroom?
One thing no classroom ever taught me is that in startups, business plans have a short shelf life. Things move fast and what worked last quarter might be irrelevant today. It’s like rock climbing, the higher you go, the more the view changes, and so must your approach. Hitting a milestone doesn’t mean the same strategy will get you to the next one. Growth demands fresh thinking and expanded capabilities at every stage.
With limited resources, you must stay laser-focused. Surround yourself with a strong core team and prioritize only a few key objectives at a time. Maintaining discipline in narrowing down your top three priorities — whether for the month, quarter, or next six months — can be the difference between momentum and stagnation.
That’s why I rely heavily on mentors, advisors, and investors. They offer a perspective I can’t always see from inside the company. Staying open to that kind of feedback helps you evolve in sync with the world around you because if you can’t see the change, you can’t respond to it.
Did college prepare you for scaling a business? What specifically was missing?
An MBA program teaches valuable business tactics but often fails in preparing entrepreneurs for the realities of founding and leading a company. A CEO’s daily challenges are complex, unpredictable, and rarely straightforward. While business degrees focus on strategies for operations and growth, they don’t always address the nuances of ownership and long-term value creation. Without specialized business management or leadership training, navigating this path can feel daunting and unfamiliar.
Any unexpected challenges in team dynamics that your academic experience didn’t prepare you for? How did you handle it?
One thing academia doesn’t teach you is that before you can lead a team, you have to lead yourself. That means doing what’s important — not just what’s easy. Real leadership isn’t about titles or bonuses; it’s about inspiring people, meeting them where they are, and challenging how they think.
One unexpected challenge was learning how to support the team through setbacks without making it personal. When problems arise, I don’t just delegate, I get in the trenches with them. That presence matters. It builds trust, and when people know you’re in it with them, they feel more empowered to push forward.
People don’t just stay for a paycheck, they stay for a culture. There’s always someone who can offer more money, but not everyone can offer a sense of belonging and purpose. I’ve learned that success isn’t about having one MVP, it’s about building a team that works as a unit, with strength on both offense and defense.
Have you had to unlearn any widely-accepted business ‘wisdom’ in your journey? What was it and how did it affect your strategy?
I wouldn’t say I had to unlearn traditional business wisdom, but I’ve definitely had to reprioritize as the company evolved. Early on, acquiring two promising drugs felt like the biggest milestone. But as we moved forward, it became clear that we needed to shift our focus and double down on areas like drug development and regulatory strategy.
What I’ve learned is that priorities aren’t static. Each phase of a company’s life requires a different mindset, much like raising a child — what works at one stage doesn’t necessarily apply to the next. That realization has shaped how we approach growth, manage the team, and allocate resources. Staying flexible and adapting our strategy to meet the moment has been key to moving the company forward.
What’s your advice for new entrepreneurs? What are your “5 Things You Won’t Learn in College But Must Know to Succeed in Business”?
1. Integrity is everything. Without it, nothing lasts. Your reputation is your most valuable asset and once it’s gone, it’s hard to get back.
2. Don’t chase the money. If that’s your only driver, it won’t sustain you. Build something you believe in, and the success will follow.
3. Passion fuels progress. It’s the engine that keeps you going through setbacks, late nights, and uncertainty. Without it, it’s hard to stay in the game.
4. Business is temporary, relationships are lasting. Companies come and go, but the people you meet along the way can be partners for life. Invest in those connections.
5. Stay open to feedback, failure, and unexpected ideas. Sometimes the most valuable insight comes from where you least expect it. The best entrepreneurs listen more than they talk.
How do you ensure your team not just understands but embodies your business principles? Any techniques you wish you’d known earlier?
One of the biggest lessons I took from my time at Genentech was the power of culture. When people feel empowered to share ideas, take risks, and collaborate openly, it transforms everything from innovation to outcomes. At Unicycive, I’ve made that kind of environment a priority. We focus on open communication and shared purpose, not just processes.
I don’t believe culture is something you declare, it’s something you live every day. Getting the team to truly embody our principles means showing up with consistency, leading by example, and making sure our values are reflected in every decision we make, not just posted on a wall.
If we were sitting together two years from now, looking back at the past 24 months, what specifically has to happen for you personally and professionally, for you to be happy with your results?
If we were looking back two years from now, I’d consider it a success if our drug is on the market and truly making a difference — being prescribed, improving lives, and reaching the patients who need it most. That’s what this work is all about.
Professionally, I’d also want to know that the people who believed in us, our investors, feel confident in their support and see a meaningful return. Their continued trust is critical to our ability to explore new opportunities. So for me, real success means delivering both impact and value: improving patient outcomes and rewarding the people who made it possible.
Looking back over the last two years, what key accomplishments make you satisfied with your progress?
Looking back over the past two years, a few milestones really stand out. One of the most satisfying was successfully filing with the FDA — especially with a lean team. It showed what’s possible when you stay focused and efficient.
Just as meaningful has been keeping the team motivated and united through it all. The fact that most of our team has stayed together, still bringing the same passion and dedication every day, says a lot. I’m incredibly proud of that — it’s a testament to the strength, resilience, and shared purpose of the people behind this company.
As someone with significant influence, what’s the one change you’d like to inspire that would benefit the most people?
If I could inspire one change, it would be to improve the lives of as many people as possible through smarter, more accessible healthcare. With Unicycive’s lead therapy, Oxylanthanum Carbonate (OLC), we have a real opportunity to help patients with chronic kidney disease manage their condition more effectively — and ultimately, enjoy more of life.
Looking ahead, I believe AI and biotech will transform how we diagnose, treat, and develop new therapies. We’re focused on leveraging AI-driven insights to optimize the commercial launch of our lead drug, streamline future clinical trials, and improve patient outcomes. By combining innovation with purpose, we can ensure Unicycive stays at the forefront of an evolving.
How can our readers keep up with your work?
https://www.shalabhguptamd.com/about
https://www.linkedin.com/in/shalabhgupta/
Thank you so much for joining us! We wish you only success.
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, advises Authority Magazine’s Thought Leader Incubator.
Shalabh Gupta of Unicycive On 5 Things They Forgot To Mention In College was originally published in Authority Magazine on Medium, where people are continuing the conversation by highlighting and responding to this story.