Trust, long-term collaboration, and reputation often matter more than anything else, the relationships you’ve built, even years ago, can be powerful. Yet many executives overlook former colleagues, professors, or peers because they think it’s awkward, or believe “too much time” has passed. That’s a missed opportunity.
Reaching out to former connections, people you haven’t talked with in years, can pay off. Especially when you approach with authenticity. In our world of biotech, pharma, clinical research, and medtech, those reconnections can translate into advisory roles, referrals, or even leadership opportunities.
Why Reconnecting Matters, Especially in Life Sciences
- Many executive Life Sciences jobs are not advertised widely; internal referrals or personal recommendations often fill leadership roles.
- Because the field is small and specialized, someone who once collaborated with you on research or in development may now be in a hiring position or know someone who is.
- Having a history together means built-in trust, reconnecting can be easier than forging a relationship from scratch.
How to Reach Out without Being Pushy
Here are steps executives can take to reconnect effectively, drawn from what the BI article recommends and from what works in our field:
- Start With Genuine Warmth
Use a subject line like “Long time no talk – hope you’ve been well” or “Remembering our work at [Institution/Lab].” A friendly, personal touch matters. Mention a shared memory or project you worked on together (if applicable) to help anchor the connection.
- Acknowledge Their Recent Work
Do a quick scan of their LinkedIn profile. If they published a paper, got a promotion, presented at a conference, or launched a new product, reference that. It shows you haven’t forgotten their contribution and that you see them as more than just a means to an end.
- Explain What’s Changed & Why You’re Reaching Out
Let them know what you’ve been doing and where you are in your career. If you’re exploring new roles, projects, or collaborations, say so, but frame it in terms of seeking advice, perspective, or connection, rather than asking for a favor outright. For example: “I noticed your company is doing work in [field]. I’d value your insight on how someone with my background in [X, Y] might fit well, or which contacts I should consider.”
- Make It Easy for Them to Help
Propose a brief, low-pressure way to reconnect, maybe a 15-minute call, coffee (if local), or simply a chat over Zoom. Offer something in return, a fresh insight, help with something they’re doing, or just staying in touch. Relationships are two-way streets.
- Follow Up, But Don’t Push Too Hard
If you don’t hear back in a week, send a short, polite follow-up. If there’s still silence, give it some space. Don’t let unreturned messages discourage you from keeping the network alive in other ways, congratulate them on milestones, share relevant publications, or occasionally check in.
What to Avoid: How to Keep It Genuine
- Don’t treat reconnection like a transaction: avoid opening with “Do you know anyone hiring?” or “Put in a good word for me.” Instead, start with curiosity and genuine interest.
- Don’t make it all about you: ask about their work, what’s new, and what challenges they’ve faced.
- Avoid dropping messages that are too generic or vague, they’re easy to ignore.
Reactivating trust
For life sciences executives, reconnecting old colleagues on LinkedIn isn’t just about finding a job, it’s about reactivating trust, accessing reliable networks, and positioning yourself in an environment where innovation depends heavily on collaboration and credibility. If you’re thinking about reconnecting with former colleagues but aren’t sure how to structure your outreach or want help framing how your achievements align with what life sciences organizations are looking for, GeneCoda® can help. We partner with life sciences leaders to refine reach-outs, build relationship strategies, and ultimately open doors to roles that align with both your experience and your aspirations. Contact us to get started.
