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Founder-Led Branding Works in Healthcare. Until It Doesn’t.
Any marketer that has been at a startup knows the moment when the founder story that once opened doors and got people excited starts raising eyebrows. What felt authentic and scrappy during the startup phase begins to feel tired and a bit risky when scaling. The challenge is recognizing when founder-centric branding stops being a springboard and becomes an anchor.
Swaay.Health sat down with Sue McCluskey, Partner, and Carey George, Founder and Creative Director, at Goods and Services Branding (G&S Branding) to talk about founder-led branding, founder stories, brand strategy, and what changes as healthcare organizations grow and scale.
What This Conversation Revealed
Founder Stories Build Momentum, Until They Create Risk
McCluskey put founder stories and founder-centric branding in context: “It can be an amazing thing, especially if the founder is super charismatic or just embodies the uniqueness of a brand. Where it starts to get risky when it’s a larger organization with more at stake.”
Here’s why.
“When the company becomes publicly traded [or has become a recognized name in their field], if the founder makes a misstep, then there’s a cascading effect of trouble. Shareholders get upset. Board of directors freak out. The public can freak out.”
There is a potential for antics of the founder which were once seen as rebellious or daring to now be seen as reckless or tired. This is amplified in healthcare where audiences are risk-averse and brand credibility is easily damaged by controversy.
A Brand Story Without Strategy Eventually Collapses Under Its Own Weight
George sees many startups, and some scaling companies, confuse brand stories with a brand strategy.
“Most of the time companies come to us and lead with ‘we need a brand story’,” said George. “What we try to tell them is that a brand story is not a strategy. You need a strategy. The brand story is just part of that strategy. Just telling your brand story, just writing your founder’s story isn’t enough. It may win you a pitch competition, but that’s only going to take you so far.”
In the beginning, a company’s origin story and the founder’s journey make for a compelling narrative. Tied up in that narrative are the foundational elements of the company. Everything is aligned and works together. When you are a young startup, these stories may be enough to help generate interest. However, as George points out these are just stories and not a cohesive strategy.
As a company matures a cohesive brand strategy is one of the things that provide separation from young startups. Cohesive brands generate the trust signals that healthcare buyers react favorably to.
AI is Making Human Credibility More Important
Both McCluskey and George both caution against completely jettisoning all elements of founder-centric branding. Why? Because as AI usage in marketing increases, the value of human connection and credibility also increases
“You can publish all the information you want,” explained George. “But you’re going to have to get out into the public. You’re going to have to go to forums, conferences, talk to the media, and be real people in front of the media saying real things. People want to see people live.”
George’s ‘real things’ means more that just the origin story or founder opinions that served a startup company well. However it does not mean completely benching the founder from all public appearances. They can still be a face of the company (ie: not the only face), but they need to diversify their public comments to include meaningful comments on the industry and customers.
Very soon, presence will be a key differentiator.
What Healthcare Marketing Leaders Are Asking
How do we know when our founder-led brand is starting to create risk instead of trust?
Leaders tend to feel it first through subtle signals: smaller pipelines, longer sales cycles, tougher questions from risk-averse buyers, or internal discomfort about off-script comments.
What replaces the founder story as a brand matures without losing authenticity?
As organizations scale, credibility moves away from who started the company to how consistently the company delivers for customers, partners, and clinicians. Mature brands earn trust through aligned leadership voices, customer proof points, and disciplined messaging—not a single origin narrative.
How should healthcare brands balance human visibility as AI-generated content increases?
Automation makes content easier to produce, but it also raises skepticism. Leaders are realizing that real-world presence through panels, media interviews, and conference presentations has become a critical trust signal that no amount of polished content or origin story can substitute.
Learn more about G&S Branding at https://gsbranding.com/
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By Swaay.Health TeamAny marketer that has been at a startup knows the moment when the founder story that once opened doors and got people excited starts raising eyebrows. What felt authentic and scrappy during the startup phase begins to feel tired and a bit risky when scaling. The challenge is recognizing when founder-centric branding stops being a springboard and becomes an anchor.
Swaay.Health sat down with Sue McCluskey, Partner, and Carey George, Founder and Creative Director, at Goods and Services Branding (G&S Branding) to talk about founder-led branding, founder stories, brand strategy, and what changes as healthcare organizations grow and scale.
What This Conversation Revealed
Founder Stories Build Momentum, Until They Create Risk
McCluskey put founder stories and founder-centric branding in context: “It can be an amazing thing, especially if the founder is super charismatic or just embodies the uniqueness of a brand. Where it starts to get risky when it’s a larger organization with more at stake.”
Here’s why.
“When the company becomes publicly traded [or has become a recognized name in their field], if the founder makes a misstep, then there’s a cascading effect of trouble. Shareholders get upset. Board of directors freak out. The public can freak out.”
There is a potential for antics of the founder which were once seen as rebellious or daring to now be seen as reckless or tired. This is amplified in healthcare where audiences are risk-averse and brand credibility is easily damaged by controversy.
A Brand Story Without Strategy Eventually Collapses Under Its Own Weight
George sees many startups, and some scaling companies, confuse brand stories with a brand strategy.
“Most of the time companies come to us and lead with ‘we need a brand story’,” said George. “What we try to tell them is that a brand story is not a strategy. You need a strategy. The brand story is just part of that strategy. Just telling your brand story, just writing your founder’s story isn’t enough. It may win you a pitch competition, but that’s only going to take you so far.”
In the beginning, a company’s origin story and the founder’s journey make for a compelling narrative. Tied up in that narrative are the foundational elements of the company. Everything is aligned and works together. When you are a young startup, these stories may be enough to help generate interest. However, as George points out these are just stories and not a cohesive strategy.
As a company matures a cohesive brand strategy is one of the things that provide separation from young startups. Cohesive brands generate the trust signals that healthcare buyers react favorably to.
AI is Making Human Credibility More Important
Both McCluskey and George both caution against completely jettisoning all elements of founder-centric branding. Why? Because as AI usage in marketing increases, the value of human connection and credibility also increases
“You can publish all the information you want,” explained George. “But you’re going to have to get out into the public. You’re going to have to go to forums, conferences, talk to the media, and be real people in front of the media saying real things. People want to see people live.”
George’s ‘real things’ means more that just the origin story or founder opinions that served a startup company well. However it does not mean completely benching the founder from all public appearances. They can still be a face of the company (ie: not the only face), but they need to diversify their public comments to include meaningful comments on the industry and customers.
Very soon, presence will be a key differentiator.
What Healthcare Marketing Leaders Are Asking
How do we know when our founder-led brand is starting to create risk instead of trust?
Leaders tend to feel it first through subtle signals: smaller pipelines, longer sales cycles, tougher questions from risk-averse buyers, or internal discomfort about off-script comments.
What replaces the founder story as a brand matures without losing authenticity?
As organizations scale, credibility moves away from who started the company to how consistently the company delivers for customers, partners, and clinicians. Mature brands earn trust through aligned leadership voices, customer proof points, and disciplined messaging—not a single origin narrative.
How should healthcare brands balance human visibility as AI-generated content increases?
Automation makes content easier to produce, but it also raises skepticism. Leaders are realizing that real-world presence through panels, media interviews, and conference presentations has become a critical trust signal that no amount of polished content or origin story can substitute.
Learn more about G&S Branding at https://gsbranding.com/