Ideas + Insights
In business, there’s a long-standing assumption that commercial success and social impact sit at opposite ends of the spectrum. That organisations must choose between maximising profit or pursuing purpose, but not both.
Over the course of my career, working across medtech, biotech, manufacturing and greentech, I’ve learned the opposite is true. In fact, some of the most enduring and resilient organisations are those that find ways to integrate both.
Where Purpose and Profit Meet
I’ve seen this tension play out similarly across difference tech-focused sectors, but let’s look at medtech and biotech. On one side is the commercial drive to bring innovative products to market, scale, and compete globally. On the other side are the very real social responsibilities tied to patient safety, public health, and sustainable systems of care.
Take the challenge of antimicrobial resistance (AMR). It is already responsible for millions of deaths each year and is forecast to have devastating financial and social impacts by 2050. This isn’t a theoretical problem – it is shaping how regulators, healthcare systems, and innovators think about product design today. Addressing AMR requires preventative solutions that not only support patient outcomes but also reduce pressure on healthcare systems and the economy.
This is just one example of where purpose and profit intersect. The organisations that design with both in mind are better placed to meet urgent social needs while building sustainable commercial advantage.
Lessons From Experience
During my time as CEO of TekCyte, I have led teams translating research into technologies designed to reduce medical device related infection risk and improve patient safety. That work reinforces a principle I now bring to consulting and advisory roles through Small and Mighty Group: commercial success and social impact amplify each other when built into strategy from the start.
I’ve also seen this play out in other sectors, whether it’s manufacturers embedding circular economy principles into production, or professional services firms rethinking workforce structures to better support of staff wellbeing while driving growth. In every case, when organisations treat impact as part of the value equation rather than an afterthought, the outcomes are stronger for all stakeholders.
Redefining the Equation
The real opportunity is in shifting how we define value creation:
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For patients and communities: safer, more reliable solutions that improve quality of life.
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For healthcare and social systems: innovations that reduce long-term costs and ease pressure on resources.
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For businesses and investors: scalable, differentiated offerings that anticipate regulatory and market expectations.
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For society: contributions that address systemic risks, from AMR to climate change and beyond.
Profit and purpose are not opposing goals, they are two sides of the same strategy.
Looking Ahead
As global pressures grow, whether public health challenges like AMR, political instability, or social inequality, the companies that will lead are those prepared to align their commercial models with genuine social contribution. Not as a marketing exercise, but as a foundation of how they operate and grow.
From my own journey, I’ve learned that humility, curiosity, and a willingness to listen often matter just as much as strategy and execution. The role of leaders is not to choose between impact and performance, but to design for both.
The lesson is clear: commercial success and social impact are not mutually exclusive. When approached with intention, they reinforce each other, building stronger organisations and creating a legacy that lasts beyond balance sheets.
