At just 24 years old, Matt Parkin is a Knowledge Transfer Associate in Medicinal Chemistry, a role that places him at the cutting edge of drug development. His success, however, didn’t come easily - he had to overcome qualification bias and age-related scepticism in the highly specialised world of chemistry and life sciences.

A negative reaction

Matt's journey is a powerful testament to the idea that skill, drive, and strategic professional development can overcome institutional prejudices. He deliberately chose a path that would make him stand out, not by chasing the title everyone else had, but by diversifying his expertise.

The initial challenge was stark. After studying chemistry at university, Matt jumped straight into a research and development role at a fragrance and flavour manufacturer. In a field where PhDs are the gold standard, he experienced prejudice and mistrust from his peers. 

“In the research sector, especially chemical and life sciences, you’re expected to have a doctorate - and I don’t,” explains Matt. “The absence of a PhD meant that I was immediately viewed as the younger, least qualified person.”

This perception left him feeling overlooked and undervalued - an experience many young professionals can relate to. “It created physical barriers because sometimes I couldn’t actually get the work done. There were also emotional barriers, as imposter syndrome started to set in. It was my first industry role, so it should have been an exciting opportunity, but I constantly felt like I wasn’t good enough.”

The barrier Matt faced was twofold: the lack of a doctorate and also his young age. He wasn't simply fighting for credibility; he was fighting to be treated as a peer. “Not being seen as equal, not trusted with important tasks, being treated differently, it wasn’t a particularly motivating or worthwhile work environment to be in,” he says.

To overcome the toxic environment, Matt realised the solution wasn't to stay and fight the stigma, but to move strategically to a new employer who valued his potential. “I quietly built up my practical skills in the lab, learning new things, enhancing my knowledge and experience so that I could bring them to a new role.”

The formula for success

The big turning point came when he moved jobs and became part of a Knowledge Transfer Partnership (KTP). This government-funded scheme partners businesses with universities to drive innovation. Crucially, the programme came with a development budget and the opportunity to study for the CMI Level 5 Diploma in Management and Leadership through Ashorne Hill Management College.

Matt saw this qualification not as an optional extra, but as a way to differentiate himself in a field dominated by PhD researchers. He recognised that while many people in his field had strong technical expertise, few had formal leadership training or solid grounding in business skills.

“Not many people have these types of management qualifications,” says Matt. “Most learn on the job, through experience or by making mistakes.”

Choosing to pursue management training was a deliberate move to build transferable skills that would make him invaluable at a strategic level. “If everyone has a doctorate and you get one too, you won’t necessarily stand out."

Having a CMI management and leadership qualification alongside experience helps set you apart and really showcase your diverse range of skills.

“It proves you can do more than just work in a lab. You can contribute to strategic business decisions, drive innovation, and get involved in areas like marketing and wider organisational development. That's true of any sector, not just chemistry or life sciences.”

From lab “imposter” to leader

This shift has already delivered tangible results. Matt's role has expanded beyond the lab, moving into areas like change management and innovation strategy. It even reshaped his relationship with his manager.

“My manager has already approached me asking for change management advice because he knows I’ve been learning about this. It feels good that he’s coming to me rather than the other way round. It feels like things are coming full circle.”

Matt's earlier experiences with unsupportive managers have also shaped his own leadership philosophy - one rooted in respect and empathy. He advocates for a human-centred approach that recognises employees as individuals, not just resources.

“I think a human-centred approach is the way forward. At the end of the day, we are all human, not expendable resources. By treating your team with the respect and dignity they deserve, you get the best out of them and they stay.”

This philosophy now underpins his current workplace, creating a far more motivating environment - a stark contrast to his past experience, where a lack of support contributed to his emotional struggles and ultimately led him to move on.

A catalyst for growth

Matt’s journey offers clear advice for young professionals facing similar confidence or qualification barriers. His message is simple: trust the fresh perspective you bring to a role. 

“Believe in your own capabilities and knowledge. Whatever level you’re at, you have something to bring to the table because you are unique. If someone with 20 years' experience can’t solve a problem, it could be someone with just one year who gets to the bottom of it, simply because they approach it differently.”

Young professionals are often at the forefront of innovation, whatever sector they're in. They're learning about the latest research, emerging approaches, and new techniques. That kind of knowledge is invaluable.

Matt’s story proves that the fastest route forward isn't always the most traditional. By deliberately developing management expertise alongside his technical skills, he turned the absence of a doctorate from a perceived limitation into the strength of being a more rounded, future-ready leader.