The Future is Faster Than You Think: Dr. Yun K Tam of SinoVeda On How Leaders Are Preparing for The Innovations, Disruptions, and Strategies That Will Define Tomorrow

An Interview With Cynthia Corsetti

Prioritize Human Element — Technology changes, markets evolve, but the human element remains constant. Whether it’s choosing the right people or navigating tough times, emotional intelligence, humility, and shared values are non-negotiables in preparing for what’s next.

The pace of change is accelerating, with innovations and disruptions reshaping industries faster than ever. Leaders must not only anticipate these changes but also develop strategies to thrive in this evolving landscape. How are forward-thinking leaders preparing for the technologies and challenges of tomorrow? What strategies are they putting in place today to ensure success in the future? As part of this series, we are interviewing Dr. Yun K. Tam.

Dr. Tam holds six U.S. patents (including two international) and has published over 100 peer‑reviewed articles, book chapters, and reviews in pharmacokinetics and botanical drug development. He serves on the Editorial Advisory Boards of the Journal of Pharmaceutical Sciences and Drug Metabolism & Disposition and is a review editor for Frontiers in Pharmacology. After 20 years on faculty at the University of Alberta, where he earned the MaCalla Professorship, he co‑founded SinoVeda Canada Inc., where he is integrating artificial intelligence into a patented pharmaceutical platform to accelerate the development of botanical therapeutics.

Thank you so much for joining us in this interview series. Before we dive into our discussion, our readers would love to “get to know you” a bit better. Can you share with us the backstory about what brought you to your specific career path?

I was born in Hong Kong into a family without much formal education and became the first to pursue university studies abroad. I moved to the U.S. for my undergraduate degree in biology, then relocated to Vancouver to complete my Master’s and PhD in pharmaceutical sciences at the University of British Columbia. Initially, I aspired to become a physician, but during my graduate studies, I developed a strong interest in pharmacokinetics, the science of how drugs move through the body, which ultimately led me to choose a research path over medical school.

While many of my peers pursued postdoctoral roles or entered industry, I found myself on an unexpected academic journey, eventually joining the University of Alberta as a professor. A pivotal moment came when I returned to Hong Kong to care for my terminally ill mother. During that time, I saw the Chinese government’s push to modernize traditional Chinese medicine, and it sparked a new direction in my work. I realized that the technologies we had developed for predicting chemical absorption could be applied to herbal compounds, helping bridge the gap between traditional practices and modern pharmaceutical science. That inspiration continues to guide my research today.

Can you share the most interesting story that happened to you since you started your career?

The most interesting story (if you can call it that), or maybe it’s frustration, depending on your mood that day — is about the headwind we’ve been facing. Although I was trained as a pharmaceutical scientist, served as a professor, and consulted for multinational pharmaceutical companies, none of that seems to matter. The moment you mention you’re working with natural health products, people just walk away. They stop paying attention.

That reaction really drove me. I tend to be very tenacious, and I’ve made it my mission to prove them wrong. If I had to sum myself up in two words, they would be: “Watch me.”

What do you think makes your company stand out? Can you share a story?

Our company stands out by bridging the gap between traditional herbal medicine and modern pharmaceutical science. With my background in pharmaceutical sciences and a deep-rooted familiarity with traditional Chinese medicine, I’ve always asked: how can we bring consistency and scientific rigor to time-tested natural remedies? The answer began with developing proprietary technology to identify the active ingredients in herbal formulas, in which components vary widely by batch and harvest. By standardizing these ingredients, we created pharmaceutical-grade natural medicines with consistent potency and efficacy.

Unlike most drug discovery companies that rely on synthetic compounds aimed at single targets, our approach embraces a network pharmacology model. Our drug candidates are combinations of natural compounds optimized through AI and pharmaceutical sciences to treat systems, not just single targets. This allows us to position ourselves not as a consumer health product brand, but as a true drug discovery company, even though many of our candidates come from nature.

A critical differentiator is our ability to gather real-world human data before entering the clinical trial phase. Because our products meet consumer safety standards, we can legally sell them while simultaneously collecting valuable efficacy and safety data. This approach significantly reduces risk and increases the likelihood of clinical success. Our AI-enhanced platform, which is globally patented, accelerates this process by identifying the best-performing compound combinations faster and at a lower cost.

We already have two promising candidates: one derived from cannabis for liver cancer (undergoing trials in Sweden) and another from Cordyceps for treating long COVID symptoms, which has shown remarkable results in a small-scale study. These examples illustrate how our fusion of ancient wisdom, cutting-edge science, and AI-driven standardization creates not only proprietary formulations but also drug candidates with demonstrable real-world impact. That’s what makes us unlike anyone else in the world.

You are a successful business leader. Which three character traits do you think were most instrumental to your success? Can you please share a story or example for each?

Tenacity has been instrumental to my success. When I left a secure tenured professorship in 2000 to pursue my vision of standardizing Chinese medicine, many thought I was making a mistake. The journey was riddled with skepticism, particularly from those who dismissed natural products. Despite the emotional highs and lows and serious considerations of quitting, I never gave up. My wife’s unwavering support helped me persist through these challenges.

Resilience in the face of rejection has also been vital. From the start, pharmaceutical companies and industry peers often dismissed my work and labeling it unpromising. That perception weighed heavily, but I remained committed to building credibility and moving the science forward, refusing to let the industry’s narrow views derail the mission.

Finally, a deep passion for innovation has fueled my journey. I approach discovery like a game — fun, exciting, and always evolving. This childlike enthusiasm has led to a constant stream of new ideas, sometimes faster than we can execute. But with the advent of AI and omics and systems biology, the pace of development has accelerated, making the process even more rewarding and reaffirming my commitment to the work.

Ok, thank you for that. Let’s now jump to the primary focus of our interview. What emerging technologies do you believe will have the most significant impact on your industry in the next five years, and how are you preparing for them?

Emerging technologies such as AI, systems biology, network pharmacology, and formulation are shaping the future of the healthcare industry. AI, in particular, is enabling more efficient product development without the constant need for lab work, allowing for a deeper understanding of how different components might interact. By leveraging these advancements, I view them as tools in my toolbox that help me play the game more effectively.

One of the biggest shifts I’m preparing for is a mindset change in how we view investments and technologies. There’s often skepticism around unconventional ideas, but the key is to focus on technologies that are truly innovative, pushing beyond traditional frameworks. In the healthcare industry, it’s about using all available information to treat health problems more effectively. AI and other technologies can help overcome challenges like the complexities of testing multiple compounds, something that traditional pharmaceutical companies shy away from.

By integrating these emerging technologies, I’m positioning my business to not only keep up with the changes but also to harness them to create better, more effective solutions for health-related issues. This multi-faceted approach allows us to move away from conventional methods and towards a more interconnected, data-driven future in healthcare.

How do you balance the need for rapid innovation with the risk of potential disruptions in your organization?

We manage this balance by cultivating a flexible and proactive mindset throughout the organization. At Sinoveda, we’re constantly aware that we’re operating in a rapidly evolving industry, especially as we pioneer the fusion of traditional Chinese medicine with modern pharmaceutical science. Innovation is in our DNA, but so is scientific discipline. We put a strong emphasis on evidence-based research and comprehensive testing. This ensures that even as we move quickly, we don’t cut corners or introduce unnecessary risk.

Another key element is transparency and clear communication within our team. We encourage open dialogue and cross-disciplinary collaboration so that potential challenges are flagged early. That way, we can course-correct swiftly and efficiently without derailing our progress. We also embrace failure as a learning tool. If something doesn’t work, we ask, “What can we take from this to improve next time?” This mindset not only reduces fear of disruption but also fuels ongoing innovation.

Ultimately, we recognize that calculated risk is a necessary part of scientific advancement. We are building a platform technology that has the potential to transform how botanical medicines are developed and understood. That kind of work doesn’t happen without pushing boundaries. So, while we remain vigilant about potential disruptions, we never let fear of them slow us down. It’s about staying nimble and resilient while holding firm to our core values and mission.

Can you share an example of a strategy you’ve implemented to future-proof your business against upcoming technological changes?

I focus on continuously advancing with emerging technologies, especially AI. By producing products that address human diseases and improve quality of life, we stay ahead. The more we introduce into the market, the more financially established we become, enabling further advancement. Embracing this mindset allows us to keep evolving in a world full of unknowns.

What skills or mindsets do you believe are essential for leaders to thrive in an era of rapid technological advancement?

You need to stay focused, that kind of forward-thinking mindset is essential. You should understand what you can do now and where you’re aiming to be. For example, our goal is to develop a number of treatments for solid tumors. The next step is to think about how we can achieve it in four or five years.

Ok super. Here is the main question of our interview. What are your “Five Things You Need to Prepare For The Disruptive Future”? If you can, please share a story or an example for each.

1. Stay Inquisitive — Growing up, I was always taught to ask questions, even about success itself. During my classical Chinese literature classes in high school, I learned from scholars that intellectual growth never stops. One quote that stayed with me is the idea of not dwelling in the stationary. Keep questioning, especially the status quo.
2. Embrace Teamwork — No one builds anything great alone. While I might have a clear vision and scientific insight, I’ve learned that progress requires collaboration. You need team members with complementary strengths, and just as importantly, the right temperament. Ego can destroy innovation.
3. Know Your Limitations — Self-awareness is key. As a scientist, I can create products, but I’ve had to accept that I’m not a natural marketer. Consumer health, for example, is a different beast. I’ve had to learn about licensing, market strategy, and how to structure a successful company. I still remind myself that I don’t know everything — and that’s okay.
4. Cultivate Resilience — The disruptive future will test our endurance. I’ve faced my share of storms, and I find grounding in Buddhism. Its principle that “nothing is permanent” helps me stay present and calm during adversity. I try to live that way, embracing each moment while staying adaptable.
5. Prioritize Human Element — Technology changes, markets evolve, but the human element remains constant. Whether it’s choosing the right people or navigating tough times, emotional intelligence, humility, and shared values are non-negotiables in preparing for what’s next.

How do you foster a culture within your team that is both adaptable and resilient in the face of fast-paced innovation?

To prepare for the disruptive future, I’m learning the importance of being deeply involved with our research team, not to micromanage, but to guide them with a clear overall direction. I haven’t fully achieved this yet, but it’s what I’m striving toward. Staying aligned with where we’re going and understanding what the team is doing is essential to keep pace with rapid change.

Second, we need to constantly assess where we stand, not just as a company, but in terms of our technology. Are we leading or falling behind? Will our competitors catch up? The short answer is yes. So we must continue improving our products while staying grounded in what we can truly contribute.

Third, innovation isn’t just about advancement, it must address real unmet needs. We have to ask: what are the critical health problems we can solve? Can we develop reasonably priced treatments so patients aren’t bankrupted by something like cancer treatments?

Finally, improving patient quality of life must be a top priority. This is our north star. It’s not enough to be fast or innovative if we’re not truly helping people. That’s what keeps us motivated to push forward, even knowing we still have a long way to go.

How do you ensure that ethical considerations and social impact remain a priority as you navigate rapid advancements in technology?

Our goal is to help people out of suffering and I think that’s ethical enough. We simply use technology as a tool to get us there, rather than becoming the bad guys in the process. That’s really what we’re trying to get at. As long as your mindset is clear, the intention isn’t just to do good but to truly immerse yourself in society and hope that even a small contribution can make a meaningful difference.

You are a person of great influence. If you could start a movement that would bring the most amount of good to the most amount of people, what would that be? You never know what your idea can trigger. :-)

I think this kind of movement comes with the territory. I often tell my wife that for the scientific and pharmaceutical world to accept us, we need to develop real drug candidates. There’s a great saying: “What you guys want to do tomorrow is what we are doing today.” In that sense, we’re already starting a movement, because no one else is taking our approach to drug development. It’s both old and new. We use substances that have worked for thousands of years, and we identify which components are actually responsible for the efficacy.

That’s the kind of movement I’d like to lead. I think the world is beginning to understand this. The time has come for us to emerge. It’s not like early 2000 when I was quickly labeled as a snake oil salesman. This shift in perception is important and could bring real good to a lot of people.

How can our readers further follow your work online?

Feel free to follow me and our company, SinoVeda, on LinkedIn.

Thank you for the time you spent sharing these fantastic insights. We wish you only continued success in your great work!

It was a great pleasure sharing my story with you and the Authority Magazine community!

About the Interviewer: Cynthia Corsetti is an esteemed executive coach with over two decades in corporate leadership and 11 years in executive coaching. Author of the upcoming book, “Dark Drivers,” she guides high-performing professionals and Fortune 500 firms to recognize and manage underlying influences affecting their leadership. Beyond individual coaching, Cynthia offers a 6-month executive transition program and partners with organizations to nurture the next wave of leadership excellence.