Q&A with Cecilia Driving - new CFO of Dicot Pharma

On September 1, Cecilia Driving took on the role of Chief Financial Officer at Dicot Pharma. With a background spanning both listed and private companies, including experience from successful transactions such as the sale of Mabtech to EQT, Cecilia brings a unique combination of financial expertise and strategic leadership to the company.

In this Q&A, she shares why she chose Dicot Pharma, what insights she brings from previous roles, and how she views the CFO's role in creating long-term value in a clinical-stage development company.

What specifically attracted you to the CFO role at Dicot Pharma?

Dicot Pharma combines several things that I find highly motivating: a clear medical need, an innovative candidate with significant potential, and a highly committed team. The company is also at an exciting stage, where sound financial management and strategic priorities can make a real difference to its continued development. I look forward to contributing with my experience as Dicot Pharma advances LIB-01 and takes the next steps in its growth journey.

Dicot Pharma is now entering a critical phase with LIB-01 in clinical development. How do you see the CFO's role in creating value – both internally for the team and externally for investors?

In a clinical-stage development company, the CFO's role extends well beyond financial reporting. Internally, it is about ensuring that resources are allocated to the activities that create the greatest value, providing clear decision-making support and helping the organization plan for different development scenarios. Externally, the role is to build trust through transparency, high-quality reporting and clear communication about progress, priorities and financial needs. Ultimately, the CFO should connect strategy, science and capital so that the company can advance LIB-01 efficiently and create sustainable value for patients and shareholders.

Dicot Pharmas business model includes entering into strategic partnerships for outlicensing. What is the most important thing for the company to be successful here, based on your experience?

One of my most important lessons is that successful transactions are rarely created at the negotiating table alone. They are built over time through clear priorities, strong governance, reliable reporting and a shared understanding of the company's value drivers. It is also essential to be well prepared while remaining flexible as circumstances evolve. At Dicot Pharma, I can apply these insights by helping create the financial structure, transparency and decision-making support needed to build long-term value and maintain strategic readiness.