In life sciences, progress rarely follows a straight line.
Companies move from discovery to development, from promise to proof, navigating a landscape shaped as much by capital and strategy as it is by science. And for the leaders responsible for steering that journey—the CFOs and financial operators behind biotech and medtech companies—the challenge today is more complex than ever.
It’s not just about managing the numbers. It’s about securing the future.That reality is at the heart of this year’s 2026 ABFO National Conference, returning to Philadelphia this May for the first time in nearly a decade.
Reestablishing Philadelphia as a National Hub
For David Garrett, bringing the conference back to Philadelphia was never just about location. It was about recognition.
After helping rebuild the local chapter in the wake of COVID, Garrett and his co-chair, Ryan Lake, set out with a clear goal: to reestablish Philadelphia as a key node in the national life sciences ecosystem. “It hadn’t been here since 2017,” he explains. “And we felt strongly that this region deserves to be in that rotation—not as an afterthought, but as a major hub.”
That belief is rooted in something the industry doesn’t always fully appreciate. While Boston, San Diego, and San Francisco dominate the conversation, the Greater Philadelphia region has quietly built one of the deepest concentrations of life sciences talent in the country—particularly in finance and operations. With global anchors like Johnson & Johnson and Merck & Co. feeding experienced leaders into emerging biotech companies, the region offers a continuous pipeline of talent that spans from large pharma to early-stage innovation.
“There’s a tremendous amount of experience here,” Garrett says. “People grow up inside large organizations and then move into smaller companies where they can see the full picture. That creates a really unique and valuable ecosystem.”
A Theme That Reflects the Market: “One More Round”
The theme of this year’s conference, One More Round, is a nod to Philadelphia’s fighting spirit, often portrayed through the iconic Rocky movies, but it also reflects a deeper truth about the current market.
Biotech companies today are operating in a more constrained funding environment, where capital is harder to access and expectations are significantly higher. “For many companies, it’s about raising that next round of financing,” Garrett says. “Some need one more round. Some need multiple. But in this environment, you have to be much more prepared than you did a few years ago.”
That preparation now extends far beyond financial modeling. Investors are pushing companies to think earlier about commercialization, reimbursement, and regulatory strategy. What used to be considered downstream planning is now expected upstream—sometimes as early as Phase I.
At the same time, the role of the CFO has expanded dramatically. “You’re not just a chief financial officer anymore,” Garrett says. “You’re overseeing HR, IT, legal, operations—everything rolls up into that role. You need to understand the full business, not just the numbers.”
From Finance Leader to Enterprise Operator
That evolution of the CFO role is one of the driving forces behind the structure of the ABFO conference itself.
Rather than focusing narrowly on finance, the agenda reflects the reality that today’s financial leaders must operate across disciplines—technology, regulatory, operations, and strategy. Sessions are designed not as theoretical discussions, but as practical, actionable conversations. Attendees aren’t coming for abstract frameworks—they’re coming for insights they can take back and apply immediately.
Whether it’s evaluating AI tools, refining investor messaging, or preparing for commercialization years ahead of product approval, the goal is simple: make leaders more effective the moment they return to their organizations.
At the same time, the conference has intentionally broadened its audience. While CFOs remain at its core, ABFO has expanded its focus to include the next generation of financial leadership—VPs of Finance, Controllers, and FP&A leaders preparing to step into executive roles.
“We wanted to strike the right balance,” Garrett explains. “There’s content for experienced CFOs, but also for those who are looking to get there. It’s about building that pipeline.”
It’s built around actionable insights that leaders can take back and implement immediately.
That shows up within the content across the agenda:
🔹 Capital + Investor Strategy
- Direct insights from active investors on what they’re funding, and why
- How to position companies for the next financing round
🔹 Regulatory + Market Dynamics
- Navigating FDA interactions and policy shifts
- Translating regulatory strategy into investor confidence
🔹 AI + Digital Transformation
- Practical frameworks for evaluating AI… not hype
- How to integrate new technologies without compromising data or compliance
🔹 The “Everything CFO” Playbook
- Building the right tech stack
- Structuring insurance, operations, and financial strategy
- Preparing for board expectations and executive leadership roles
🔹 Commercialization Readiness
- Why commercialization planning now starts years before approval
- How early payer engagement is shaping clinical trial design
More Than Content: The Power of Peer Networks
That balance extends beyond the sessions themselves and into the overall experience.
The conference opens with a welcome reception designed to reconnect peers and spark new relationships, followed by two full days of programming and curated networking opportunities across the city. Signature events, including an evening at the Franklin Institute, are designed not just to showcase Philadelphia, but to create the kind of informal connections that often prove just as valuable as the content on stage.
Because for many attendees, the real value of ABFO isn’t just what happens during the sessions—it’s what happens after.
“The biggest benefit is the network,” Garrett says. “Being able to call someone and ask, ‘What are you seeing in the market? Who are you talking to?’—that peer insight is incredibly powerful.”
Grounding the Work in Purpose
That sense of shared experience is particularly important in today’s environment, where many companies—and individuals—are navigating uncertainty.
To ground the conversation in purpose, the conference opens with Tom Whitehead, co-founder of the Emily Whitehead Foundation, whose story serves as a powerful reminder of what ultimately drives the industry: patients.
Additional sessions, including a fireside chat featuring Donovan McNabb alongside Solomon Wilcots, bring a different lens on leadership and resilience—reinforcing the mindset required to navigate today’s challenges.
For Garrett, that combination is intentional. The goal isn’t just to inform—it’s to equip and energize. “We want people to walk away with something they can use immediately,” he says. “Something that makes them better at their job the next day.”
Why This Conference Matters Now
The life sciences industry is entering a new phase—one defined less by speed and more by discipline.
Capital is more selective. Strategies must be more complete. And the margin for error is smaller.
For the leaders tasked with navigating that reality, success won’t come from standing still. It will come from adapting, learning, and pushing forward—again and again.
Because in this environment, progress often depends on one thing:
Getting one more round.
