When Bob Soh joined Brandon Capital as an intern, he had a strong background in medicine and clinical trials—but still much to learn about investing.
A decade later, he has been appointed Partner. Along the way, his career has spanned clinical practice, venture investment and company leadership, shaping how he assesses therapies, supports founders and builds biotechnology companies.
For Bob, the defining feature of his journey has been the trust placed in him by the Brandon Capital team.
“I was surrounded by colleagues who were willing to invest time in me, give me responsibility early and create enough trust that I could make mistakes, learn from them and keep growing.”
One particularly formative experience was stepping into the role of a first-time biotech CEO. It gave Bob a deeper appreciation of the operational realities behind an investment thesis, from clinical development and regulatory strategy to financing, team building and partnering.
It also reinforced some early advice: before telling a CEO what to do, walk in their shoes.
Bob’s experience as a doctor and clinical trial investigator continues to shape his investment approach.
Rather than beginning with the technology alone, he works backwards from the clinic: how would a doctor use the medicine, where would it fit in the patient journey and what would it need to achieve to change clinical practice?
Soh then considered how best to test that hypothesis. The challenge was to design trials that were creative and capital-efficient, while generating evidence trusted by regulators, clinicians, partners and future investors.
The same focus on trust shapes Bob’s relationships with founders. In biotechnology, plans rarely unfold exactly as expected. Strong founder–investor relationships allow both sides to discuss challenges early, disagree constructively and stay focused on long-term value.
Outside work, his background in classical piano and interest in jazz offer a personal parallel: preparation and discipline, alongside a willingness to improvise. “In investing and company building, you need a bit of both.”
As Partner, Bob wants to help Brandon continue identifying strong science early and building companies capable of developing meaningful therapies.
Australia is often strong in the “first innings”: generating science, forming companies and supporting early development. The greater challenge can be the second innings: scaling companies, building experienced teams and financing later-stage development.
Those stages are closely connected. Decisions about evidence, talent and funding made early can determine whether a company has the flexibility to partner, raise capital or grow independently later.
Building for what comes next
Bob also wants to support the next generation entering the sector. Having started as an intern, he understands how profoundly access and mentorship can shape a career.
Building a stronger life sciences ecosystem is not only about backing great science. It is also about developing the people who can turn it into globally significant companies.
