The research environment at EMBL’s European Bioinformatics Institute (EMBL-EBI) stands out for its strong emphasis on computational biology, proximity to world-leading data resources, and its multidisciplinarity. By creating a research atmosphere that fosters freedom and encourages collaboration, EMBL-EBI occupies a unique space in computational life sciences. 

Effective leadership in this research field requires a good mix of technical skills, teamwork across different subjects, and a strong focus on creating an inclusive and innovative environment. To find out more about the research landscape at EMBL-EBI and what is involved in shaping and driving this, we spoke to Deputy Head of Research, Virginie Uhlmann. 

What makes the research environment at EMBL-EBI unique?

Research at EMBL-EBI focuses on computational biology and bioinformatics: we develop methods to interpret and process all the different types of data acquired in biology. The institute provides an atmosphere where one can delve into biology while being surrounded by computer scientists, mathematicians, physicists, and other computational experts.

Another unique feature is our close relationship with EMBL-EBI’s world-leading data resources and services, which house and maintain the world’s molecular data. This offers a wealth of data for researchers to draw upon and mine.

What do you consider the most rewarding aspect of your role as Deputy Head of Research?

The role involves strategic planning, setting priorities, and facilitating exchanges among researchers, all while ensuring that individual research groups have the freedom and resources to explore novel areas of science. What is most rewarding for me is enabling others to excel in their research. The science being done at the level of the institute goes beyond what each group could achieve individually, and there’s something exceptionally gratifying about being able to help others reach their full potential.

One of the most fulfilling parts of my role is creating connections and collaborations between EMBL-EBI and other organisations or universities, locally and internationally. These connections not only benefit my colleagues but also give back to the larger scientific community. 

What qualities do you think are essential for effective leadership in research?

In my experience, the ability to listen is the most crucial quality and understanding what is said between the lines is key to identifying the best ways to get people to work together constructively. Effective communication is another key element. The way messages are delivered and received plays a significant role in effectively leading a team, especially an international one. These foundational qualities pave the way for other aspects of leadership to fall into place.

How do you manage work-life balance, especially in such a demanding role?

I used to strictly separate my work life from my personal life, setting boundaries that were clear-cut. However, as I took on more responsibilities, those boundaries became more fluid. Instead of aiming for a work-life balance I now aim for work-life harmony. Instead of ‘siloing’ my time a priori, I’ve learned to be more flexible and go with the flow. For example, if I suddenly have two free hours on a weekday, I take them for myself. The same goes for working on a weekend if something needs to get done.

One practical tip that worked wonders for me was having a separate work phone. This simple act allows me to consciously decide when to engage with work, separating it from my personal life. While not everyone will have a work phone, there are other clever ways to separate your ‘work’ profile and comms from your personal ones.  

Have you had any mentors or role models who have significantly influenced your career?

I had the privilege to work in the lab of Anne Carpenter at the Broad Institute. She’s my hero in science and leadership. She balances compassion with drive, achieving remarkable things while remaining incredibly humble and accessible. I’ve learned a lot from her, and I try to take this ethos of balanced leadership into my own role, striving for excellence while maintaining empathy.

Can you share one thing you wish you knew before stepping into a senior leadership role?

Patience. In my earlier roles, decisions and initiatives were often quick to execute because they operated on a smaller scale. The higher you go, the more you have to understand the pace of your organisation and align with it. It’s not just about pushing for what you want, but also recognising when it’s the right time for that push.

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