In August 2019, former Rocky Mountain Laboratories (RML) research fellow Allison Kraus, Ph.D., was a brand-new assistant professor at Case Western Reserve University in Cleveland, Ohio. Committed to researching the role of misfolded proteins in neurodegenerative diseases, Dr. Kraus was busy launching her lab when the onset of a global pandemic changed the world – and, at least temporarily, the workplace as we knew it. As part of the “Alumni Connections” series, we recently sat down with Dr. Kraus (virtually, of course) to learn how she is building an independent research program.
Dr. Kraus transitioned to her academic position at Case Western from a research fellow position in the Laboratory of Persistent Viral Diseases under the mentorship of Byron Caughey, Ph.D. During her fellowship, Dr. Kraus began developing ideas for her own independent lab: “My research program launched from what I had developed during my postdoc. My work focuses on studying the self-propagating misfolded proteins of neurodegenerative disease. So my research group is coming at it from a structural aspect, working to understand the biochemistry, and then exploiting properties of these misfolded proteins to develop ultrasensitive diagnostic biomarker assays.”
Always knowing that her professional goal was to run a research laboratory, she maintained awareness of the job market and potential opportunities throughout most of her postdoc: “I looked for some time, and I was really focused on good fit, not just any job, but something that would allow me to pursue what I was passionate about.” Dr. Kraus reflected that she ultimately learned about her current position through her mentors and networks.
From there, Dr. Kraus describes a textbook application process: preparing a job application package with the usual components (cover letter, CV, research statement) and being invited for an onsite interview with a research talk and a chalk talk. Though her chalk talk was held in a traditional in-person format, she laughingly adds, “Right now, these virtual chalk talks are a whole new ball game.” She goes on to describe how successful candidates need to work with the technology, rather than against it. “Don’t panic if there are technical difficulties. The best chalk talks incorporate digital content while still facilitating the back-and-forth communication characteristic of the chalk talk. Trying to just write on a physical whiteboard in front of a camera doesn’t always work.”
After securing her position as an assistant professor at Case Western Reserve University, Dr. Kraus describes a very orderly and strategic approach to leadership. “Because I’d done initial work [during my fellowship], I had a very clear picture of my research program. When I started, I broke my plan down into phases; doing that was helpful because I was able to hire people and get important equipment into the lab before the chaos of the pandemic.” When asked about hiring people for the lab, Dr. Kraus emphasized the importance of understanding your research budget before you start the position and how important people are in making a research program work. “I knew the positions I wanted to fill well before I started.”
After an early recruiting phase, she hired a laboratory technician and a lab manager with prior expertise in the field. In discussing the challenges of starting a lab from nothing, she adds, “The funny thing about starting a lab is there is nothing at the start. You must buy everything, and just unpacking boxes requires effort.” Now a mentor to a first-year graduate student and a master’s student, Dr. Kraus remembers the experience of mentoring postbacs at NIAID, an experience that’s paying off.
“I had some mentorship experience with postbacs, which was really helpful for me at the postdoc level, having to sit down and consider how to design a project that can help someone achieve their goals. In building a lab, I do so very thoughtfully, making sure to bring people who integrate into the team’s philosophy. A collaborative lab is very important to me.”
Dr. Kraus was very careful to point out that applying for and receiving grant funding is central to project planning and success, emphasizing that she had private foundation funding when applying for her current position. She notes that successful candidates for tenure-track positions must demonstrate that they are the leaders and driving force of their publications and must convince the search committee they will be able to secure funding. When asked how much time she spends now on writing grants, she laughs, “A decent amount… I am constantly developing research aims. It becomes a part of my day, not only the grant writing, but also preparing grant reports and certainly writing papers. One of the hardest transitions from postdoc to faculty is spending less of your day at the bench and spending more time writing.”
One notable and unexpected challenge was the arrival of COVID-19, hitting just six months into Dr. Kraus’s first year. When asked how she handled the challenges, she responded, “I just tried to reach for practical solutions. Because my research program was still small, I had flexibility in my lab structures, so we were able to find solutions that worked.” Noting the importance of effective communication, she added that increased reliance on virtual communication has its pros and cons—“One of the good things is that I’ve given more talks than I would have if things remained in person.” Being able to reach a broader audience is one feature of virtual communication she likes. However, Dr. Kraus also points out that virtual communication is frequently not conducive to lively and active discussion, and sometimes key bits of information can be lost—“It creates a more difficult environment for mentorship and feedback.”
In concluding our chat with Dr. Kraus, we asked her advice for NIAID trainees who want to become tenure-track faculty. She replied, “Don’t give up on what you want to do.” She advises that difficulties on the job market don’t mean you’re a bad candidate, you’re just not the right fit for a particular position. Thinking about what you want to be doing in three, five, or ten years really is a good exercise for determining what positions really fit you.” She ended our chat with her insights on networking and a misperception that it involves cold-calling strangers: “Networking can be reaching out to the person you did your Ph.D. with. As you approach your faculty position search, reach out to your mentors and your support network, particularly with peers who just made the transition or are trying to make the transition. There is a large breadth of academic opportunities in science out there right now.”
The “Alumni Connections” series highlights NIAID fellows who have taken the next step on their academic path.