Terns founder & CEO, Eduardo Esquenazi, PhD, is a chemical biologist, experienced entrepreneur and life-long surfer, diver, and fisherman. He is a fervent believer that nature holds the solutions to human health and progress and has dedicated much of his career to developing novel, sustainable approaches to understanding these mysteries and translating them into application. He founded Terns in 2024 to continue to leverage deep marine chemical biology insights into consumer products.
Company: Terns
We are thrilled to have you join us today, welcome to ValiantCEO Magazine’s exclusive interview! Let’s start off with a little introduction. Tell our readers a bit about yourself and your company.
Eduardo Esquenazi: I’m a scientist at heart, an entrepreneur by necessity, and an ocean lover by nature. My background is in chemical biology, and I’ve spent my career decoding the chemistry of marine life to find new ways to benefit human health. I founded Sirenas over a decade ago to pioneer marine-based drug discovery, and now, with Terns, I’m applying that same cutting-edge science to skincare and wellness.
Terns is built on the principle that nature already has the answers—we just need to unlock them. Our proprietary Sirenas Complex is the result of years of research, combining bioactive compounds from marine organisms in a way that enhances skin health and resilience. What sets us apart is our unwavering commitment to scientific integrity. Every formula we create is backed by rigorous research and designed to be both effective and sustainable.
What I’m most proud of is the fusion of science and nature that drives Terns. We’re not just creating skincare products—we’re pioneering a new approach to wellness, rooted in marine chemistry and validated by real science.
Can you share a time when your business faced a significant challenge? How did you navigate through it?
Eduardo Esquenazi: It’s hard to pick just one, but a frequent and significant challenge at Sirenas was navigating the dynamic M&A landscape of the biopharma industry. As a small, R&D-focused company, we often faced situations where key partners were unexpectedly acquired by larger organizations, sometimes with little warning or communication. In the early days, this was highly disruptive, forcing us to quickly pivot and rebuild lost momentum. Over time, we learned to maintain a mature business development pipeline, ensuring we always had multiple potential partners in place. This approach allowed us to adapt more seamlessly to industry shifts and continue driving innovation
How has a failure or apparent failure set you up for later success?
Eduardo Esquenazi: I’ve had my fair share of setbacks—every entrepreneur does. But I don’t see failure as an endpoint; I see it as part of the process. Early on, I made decisions that didn’t pan out the way I expected, whether it was a partnership that didn’t align or a strategy that needed to be reworked. But each misstep gave me better clarity on what works and, more importantly, what doesn’t. One of the biggest lessons I’ve learned is that resilience and adaptability matter more than getting everything right the first time. You have to be willing to adjust, to refine, and to keep moving forward. That mindset has shaped the way I approach challenges today—fail fast, learn faster, and use every experience to sharpen your vision.
How do you build a resilient team? What qualities do you look for in your team members?
Eduardo Esquenazi: One of the biggest lessons I’ve learned is that you can’t do everything yourself. It’s essential to build a strong team and trust them to execute. Surrounding yourself with people who complement your skillset not only makes the business stronger, but it also allows you to focus on what you do best. Leadership isn’t about having all the answers—it’s about creating an environment where the best ideas can thrive.
How do you maintain your personal resilience during tough times?
Eduardo Esquenazi: Resilience comes from being prepared for change and understanding that challenges are part of the process. One key strategy is staying focused on the bigger vision rather than being derailed by short-term obstacles. Surrounding myself with a strong, adaptable team has also been crucial—people who complement my skills and bring new perspectives to problem-solving. Additionally, having a deep connection to our mission helps keep us grounded. When you truly believe in what you’re building, it’s easier to push through tough moments and find creative solutions.
What strategies do you use to manage stress and maintain focus during a crisis?
Eduardo Esquenazi: In any high-stakes situation, the first thing I do is focus on what I can control. Stress comes from uncertainty, but if you can identify the variables you can manage, you shift from reacting to taking action. I also surround myself with the right people—calm, strategic thinkers who can offer perspective instead of panic. Another key for me is staying physically active. Whether it’s working out or just getting outside, movement helps clear my head. And finally, I remind myself that most crises aren’t permanent. If you approach them with a level head, a clear strategy, and the right team, you come out stronger on the other side.
How do you communicate with your team during a crisis?
Eduardo Esquenazi: Communication and transparency are key. I make sure my team understands not just what we’re doing, but why we’re doing it and how their contributions make a difference. We also foster a culture of curiosity and innovation, encouraging everyone to bring ideas to the table. Beyond that, I believe in celebrating wins—big and small—because recognizing progress keeps momentum strong.
What advice would you give to other CEOs on building resilience in their organizations?
Eduardo Esquenazi: Adaptability is everything. The best leaders aren’t the ones who resist change; they are the ones who embrace it and find opportunities within it. I’ve learned that in both science and business, you need to stay open-minded and be willing to pivot when necessary. That doesn’t mean abandoning your core vision—it means being flexible in how you achieve it.
How do you prepare your business for potential future crises?
Eduardo Esquenazi: First, expect challenges—it’s part of the process. The key is to develop a mindset that sees obstacles as opportunities to learn and improve. Second, be clear on your mission and stay true to it. It’s easy to get distracted by short-term wins, but long-term success comes from having a strong foundation. And finally, build a solid network of people who challenge and support you. No one builds a great company alone.
What’s the most important lesson you’ve learned about leadership in times of crisis?
Eduardo Esquenazi: In today’s business world, I believe the most important qualities are vision, adaptability, and integrity. A great leader needs to be able to see the bigger picture and inspire others to rally around it. They must also be able to navigate uncertainty and make decisions with agility. And above all, they need to operate with honesty and purpose—because authenticity is what builds trust and long-term success.
I hope to leave a legacy of curiosity-driven innovation—where science and nature are not seen as opposing forces but as partners in creating a better future. I want to inspire others to explore, push boundaries, and build businesses that don’t just generate revenue but also have a meaningful impact. Ultimately, success isn’t just about what we build today—it’s about laying the groundwork for something lasting and positive.
