Life Science Marketing Radio

Shifting our approach to feedback

In my recent conversation with mindset coach, Margaret Jennings (MJ), our conversation started with the emotional rollercoaster created by feedback—especially when you're early in your career. Feedback, both positive and negative, is useful but can also result in a wild ride. MJ once described herself as a “floundering high achiever” in her 20s. She is a more grounded and self-aware leader today. Her insights are both relatable and instructive.

Like many of us I’m sure, she once heavily relied on external validation. She was on top of her game when feedback was positive, but when it turned critical, it felt like failure. This is something that likely resonates with a lot of high achievers. Her sense of self-worth was tied to what others thought about her accomplishments, whether in school or sports. In many ways, this made her successful in the short term, but it came at the cost of long-term fulfillment.

She explained that it’s natural to want to please those around us—whether it’s parents, teachers, or coaches. After all, as babies, this is how we secure food, love, and safety. But the problem comes when we carry this strategy too far into adulthood, to the point where our identity is solely built around what others think of us. This approach eventually leads to burnout and can limit our potential for growth and happiness.

Consider the mental gymnastics we all do when we receive feedback. It reminded me of the challenge of a good golf swing: You can’t perform well if you are overanalyzing every aspect of it all the time. Margaret agreed and said her turning point came when she started working with a mental performance coach. This coach helped her realize that her value didn’t have to come from others' opinions; instead, she could generate her own sense of worth internally. That shift in thinking transformed the way she performed, both in work and in life.

Building a relationship with yourself

MJ brought up the concept of building a relationship with oneself: We’re constantly in a dialogue with ourselves, and it’s crucial to make that relationship a positive one. Through practices like journaling, meditation, and self-reflection, we can learn to identify and understand our own needs and desires, leading to a more balanced and sustainable approach to both work and life. Looking back at my own life, there was a time when I had a few ideas about a career path but was relying a lot on others’ expectations and evaluations of my abilities to show me the way. It took a long time to move past that.

I asked Margaret about how she specifically changed the way she talked to herself, and her response was insightful. She noted that awareness is key—you need to recognize the quality of your self-talk. Is it positive and affirming, or is it critical and self-defeating? She likened this to any relationship, explaining that you need to invest time and energy into yourself just as you would with a friend or partner. You’d have a difficult time building a positive relationship with anyone else if you were constantly critical of them.

It strikes me that adopting a growth mindset is your ticket off of the emotional rollercoaster. You no longer see constructive feedback as a personal attack but as an opportunity for growth. This mindset shift is vital, especially for high achievers who can often fall into the trap of seeing any criticism as a sign of failure.

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Embracing uncertainty

MJ talked about the importance embracing uncertainty, something that has been on my mind lately, and her thoughts on it really hit home. Our constant search for certainty is often counterproductive because so much of life is inherently unpredictable. Instead, we should focus on what we can control and accept that not everything will go perfectly. It’s about shifting from an all-or-nothing mentality—where you're either a success or a failure—to a more nuanced view where growth and learning happen over time. (If you’ve been a listener for a while you know how much I love long-term thinking!)

I think we waste a lot of time and energy trying to control things that are not in our power to control or trying to predict things that we do not have the capacity to predict.

So, our focus is such a limited resource, that if we have the choice to allow it to be consumed by things we can't control, which is going to fuel anxiety and overwhelm, or we can choose to look at this situation and say, okay, realistically, what can I control here in terms of having impact and creating clarity? Then we're able to make more progress forward.

We also touched on expectations and career transitions. This is where the growth mindset can make a huge difference for you. First of all, growth is about trying new things, stepping into new roles. It occurs to me that being ready for a new position and being good or great at it are two points on the curve. Our expectations for our performance at the beginning need to be realistic and not necessarily at the level of someone who did that job for 3-5 years.

Being ready means you have the tools and are able to grow (there’s that word again) into the role. Of course you will get better at it over time. For example, MJ is a hockey player. She described the excitement of lacing up her skates and getting on the ice for the first time. She pointed out that if she didn’t expect to fall on her face before learning how to do crossovers and stop and start, it would have been difficult to achieve any success.

You may have noticed I’ve been thinking and talking about culture within organizations a lot lately. It occurs to me that we each create a culture within ourselves that affects our ability to perform in any role we take on (leader, parent, contributor etc). MJ’s advice goes a long way toward helping us ensure that is a supportive and growth oriented one that will lead to our success.

Your deepest insights are your best branding. I’d love to help you share them. Chat with me about custom content for your life science brand. Or visit my website.

With the life science tools industry facing a 7% drop in revenues, innovation and fresh approaches are needed to hold on to your slice of the pie. I spoke with Marina Hop, Managing Director, and Gary Brooks, Creative Director at Viveo Consulting, to explore creativity in life science marketing. Our discussion focused on how creativity can be a powerful tool to not only optimize business operations but also generate new ideas to address these challenges.

In a downturn, companies often retreat into operational efficiency, cutting costs and tightening the reins. However, real growth and differentiation come from creativity—an approach that not only applies to marketing but spans across the entire business strategy, product development, and even internal team dynamics.

Creativity as a Key to Performance

Marina pointed out that while companies are focused on optimizing their operations, there's a limit to how much optimization can drive growth. “The optimization side addresses the bottom line,” she said, “but creativity really addresses the top line.”

I've seen the same pattern—companies cutting budgets and focusing on short-term savings. I once asked my VP of marketing why, instead of cutting back, we didn’t go full throttle to take market share when our competitors were pulling back. My guests agreed on the need to push forward with disciplined creativity, even when times are tough. As Marina pointed out, Bruker—a company that has excelled in this downturn—successfully combines operational excellence with what they call "disciplined entrepreneurialism."

Balancing Operations and Innovation

Gary elaborated on how companies often live in two worlds: the operational world of structure, metrics, and routines, and the innovation world, driven by curiosity and experimentation. He emphasized the importance of maintaining a balance between these two worlds, especially during challenging times. “When companies struggle, they revert back to the operational side because it’s manageable,” he said, but added that without creativity and innovation, growth stalls.

He pointed out, creativity is not just about artistic expression—it's about connecting insights to create something valuable, whether it’s a new marketing channel, product innovation, or strategy.

Creative Thinking in Marketing and Beyond

Around here of course, we’re focused on marketing creativity, and we discussed how companies could be creative not just in their messaging, but in the types of marketing they do. I suggested that creativity in marketing isn’t just about making clever ads, but about exploring new ways to engage with customers—new channels, content types, or interactions. Marina agreed, saying that creativity should permeate any generative business activity, from formulating a strategy to developing a new product.

One key takeaway from this part of the conversation was that creativity shouldn’t be confined to one department. As Gary put it, “It’s not just marketing, it’s communication.” Every interaction a company has, whether with investors, customers, or even internally, is a chance to think creatively about how you present your brand.

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The Power of Observation

Marina introduced a concept that I found particularly interesting—phenomenology, the practice of observing and describing human experiences without immediately analyzing them. This practice helps stimulate creativity by encouraging people to step back, observe, and understand what’s really happening before jumping to conclusions. Viveo might send teams to observe a simple activity, like how people interact in the cafeteria, and then come back and write a narrative about it.

Gary emphasized the importance of observation in creative thinking, noting that many people don't take the time to observe what’s happening around them. “People don’t really observe people doing stuff,” he said. By focusing on observation, companies can gather insights that lead to more informed, creative solutions.

One powerful example Marina shared was when Viveo worked with a client that had developed an automated sample prep system for next-generation sequencing (NGS). The company had expected this product to be a hit because it saved time and effort. But by observing how scientists actually worked in the lab, they realized the product wasn’t solving the problem scientists cared most about—reproducibility. Scientists didn’t mind spending extra time on manual prep because they wanted to ensure the highest quality samples for the expensive sequencing process. By shifting the marketing message to focus on quality and reproducibility rather than time savings, the company could better align with its customers' needs.

Creativity as a Learnable Skill

One of the most encouraging insights from Marina and Gary was that creativity can be learned. It’s not reserved for "artistic" types—it’s about curiosity and observation. As Gary put it, creativity doesn’t come from waiting for the “creative gods” to bless you with an idea. It’s a process of grinding through ideas, experimenting, and finding connections.

This process-driven approach to creativity is similar to how scientists work, which should make it especially relevant for life science companies where many marketers used to be scientists. Whether it’s through exercises like observing people in the canteen or training teams to be more curious and observant in the lab, companies can cultivate creativity throughout their organization.

Building a Culture of Creativity

Why not encourage creativity at every level of the organization. This includes fostering a culture of curiosity, where employees feel empowered to take risks and explore new ideas. “Safe adventures,” as Gary called them, allow teams to innovate within a structured environment where failure is a learning opportunity rather than a setback. My best boss was very good at this. I could call him with an idea and he’d say, “Let’s do it.” If it didn’t work as planned we just figured out why and tried something else.

Establishing a culture of creativity will allow you to deliver results regardless of market conditions.

Your deepest insights are your best branding. I’d love to help you share them. Chat with me about custom content for your life science brand. Or visit my website.

The process of content review, approval, and distribution is often perceived as a "necessary evil" in life science marketing. If you're reading this, you probably know how challenging this process can be. In this episode, I had the pleasure of chatting with Annalise Ludtke, Senior Manager for Marketing Communications and Strategy at Vodori, and host of the Amend and Progress podcast. She offered some great insights on how to streamline and improve this process while still keeping everything compliant, fast, and efficient.

Right out of the gate, Annalise laid out the core problem Vodori aims to solve: the complexity of managing content in life science organizations. Companies need to develop a lot of promotional and educational materials, and getting those materials reviewed, approved, and distributed is a complicated process. The challenge is not just about creating great content—it’s about managing the feedback loops, the endless rounds of revisions, and the hurdles of compliance.

Without a solid process for reviewing and approving content, life science companies can’t effectively market their products. Of course, you need to make sure everything you put out there meets legal and regulatory standards.

Best Practices

Annalise shared some best practices that Vodori advocates, and these tips stood out to me as practical and actionable regardless of any platform you might deploy or none at all.

* Parallel vs. Sequential Review: One of the key strategies Annalise mentioned is the benefit of parallel review processes, where all the necessary stakeholders—whether it's medical, legal, or regulatory teams—are reviewing content simultaneously rather than sequentially. This can save a lot of time because it encourages open dialogue between the different reviewers. If someone has an issue with a piece of content, they can discuss it with the other reviewers in real-time, instead of waiting for feedback to trickle in one department at a time.

I appreciated her point that while parallel review might seem more chaotic at first glance, it actually fosters more collaboration. Reviewers can resolve conflicting feedback before it gets back to the content owner, which can speed things up dramatically.

* Clear Ownership and Communication: Clearly defined roles and responsibilities make everyone’s job easier. Annalise emphasized that it's critical for each reviewer to stay in their lane and provide feedback based on their specific area of expertise. This helps avoid confusion and unnecessary edits, which can slow down the process. Additionally, it's essential for reviewers to communicate clearly—indicating whether a comment is a required change or just a suggestion, for instance. This small change can remove a lot of friction and keep the process moving forward smoothly. Color-coding comments to signify importance is a simple yet effective way to clarify expectations.

* Real-Time Collaboration: I imagine most companies now have the ability for multiple stakeholders to collaborate on documents in real-time, where everyone can log in, see the comments being made by others, and even have discussions within the document itself. This not only saves time but also reduces the likelihood of conflicting feedback, which would require another round of calls or emails to resolve.

Is this content helpful?

Where is the data for that claim?

If someone has a question about a claim, you’d like to know where to find the data that supports it. It seems a simple idea to have a claims library. Vodori’s platform allows companies to store and manage approved claims, making it easier to track where and how certain claims are being used in marketing materials. Likewise when claims are updated with new data, you’d like to know where they have been used in the past to find all the places where the claim was referenced.

How does your process compare?

Beyond best practices, setting goals and understanding benchmarks is another step toward making the content review process less painful.

Let’s invite our industry peers out for drinks after work to compare our review processes! - No one said that.

Fortunately, Vodori publishes an annual Benchmarks Report that looks at various metrics like average review time and number of review cycles, giving companies a way to see how they stack up against industry standards.

By comparing your metrics to industry standards, your company can decide what might realistically make the most impact and set goals for improving your review process.

For instance, some teams might set goals around reducing the number of review cycles content has to go through or improving the speed at which content gets approved. Compliance is another area —perhaps setting a goal to reduce the number of compliance issues flagged during the review process.

Reducing time to market

In my experience, content was always the last thing on the list before a product launch. The impact of improving the content review process is huge. By reducing the time it takes to get content through review, life science companies can get their products to market faster, which ultimately benefits customers/patients. Vodori’s platform not only helps streamline the process but also provides peace of mind by ensuring compliance every step of the way.

As Annalise pointed out, the goal is not just to make the process easier for marketing teams but to improve outcomes across the board—for the company, the team, and, most importantly, the patients.

Annalise’s Podcast: Amend and Progress

Toward the end of our conversation, we touched on Annalise’s podcast, Amend and Progress, which focuses on improving content review processes in the life sciences. She’s been hosting conversations with experts both inside and outside of Vodori, tackling topics like best practices, industry trends, and even the potential role of AI in content review. You should definitely check it out.

Her podcast is a great example of how even niche topics can have a dedicated audience, offering valuable insights for those navigating the complexities of content management in regulated industries. I think there’s a lesson here for all of us in the podcasting world—if you’re solving a real problem for people, there’s always an audience, no matter how specialized the topic is.

Final Thoughts

I’ve been thinking a lot lately of my second episode way back around 2014 or 2015 about how marketing communications can change an organization. This is one of those opportunities. By taking the lead on setting standards and implementing best practices for the review and approval process, marketing can improve the work lives of their colleagues in other parts of the company as well as their own. The added benefit of developing processes with rigor lets marketing communications be seen as more than a service provider, but rather a leader in unlocking innovation and success in an organization.

Your deepest insights are your best branding. I’d love to help you share them. Chat with me about custom content for your life science brand. Or visit my website.

Hooriya Hussain is a life science marketing leader and a fierce advocate on the National Board of Governors at the Human Rights Campaign. Before filming this video we had had only two conversations, one on zoom and one at BIO 2024 in San Diego. Both times, Hoori mentioned the idea of soul in the life sciences. I wasn’t entirely sure what she meant. I was definitely intrigued. We decided to explore that on a walk and talk.

Trailer:

Our discussion revolved around purpose and leadership. The last year has been a tough one in life science beyond the usual pressure and uncertainty. Maybe that was what had prompted Hoori’s thoughts about holding on to your soul.

Before diving into that, I was curious about what it was like to grow up in Qatar as the child of immigrants and then immigrate to yet another country you knew nothing about except what you saw or heard in pop culture. She didn’t say it explicitly, but I noticed that Hoori’s thoughts on leadership, nurturing your own soul and understanding your purpose are deeply tied to the experiences of her youth, trying to fit in where “it just felt like anything could change anytime”.

The folks that do the work to understand themselves usually have a slightly longer shelf life in science.

When Hoori talks about this, I interpret that as understanding and staying true to your purpose. Satisfaction often comes from knowing the contribution you are making. Purpose is what will sustain you through setbacks, various disruptions and even layoffs. Is your purpose aligned with your work? Do you see how you fit in?

I have seen this in my own career. I struggled in graduate school (limited shelf life) in part because I didn’t look around to see what other options were available before I applied. Grad school seemed like the thing to do to feed my curiosity and joy of learning. It turned out that while research was interesting for a time, I wasn’t driven by it in the way my friends who are successful scientists are.

It was difficult to explain to my family and friends why what I was studying mattered to anyone. That should have been a red flag for me. I’m not saying it didn’t matter. But one thing that mattered to me was to be able to talk about my work with people outside the lab.

My path was not aligned with my purpose. I’m driven more by helping a few handfuls of people directly (and seeing the outcome) than the thousands or millions of unseen individuals who would benefit down the road from any discovery I might make. Understanding that sooner would have been helpful for me. My advisor would likely agree.

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Success in this business isn’t all about the science. There are problems we can’t solve yet, problems we will solve and some we got wrong, possibly for reasons unrelated to science. Leadership also matters. Hoori talked about the need to see people as intersectional beings. There are many factors that make us who we are and influence how we show up.

Good leaders understand “human protocol” and can mobilize people with the idea that they are important.

This is where leaders can make a difference, especially when things go wrong, by keeping the focus on solving the problem.

One thing when you ask anyone is, “Talk to me about a time where you felt really good about something.” And usually it's someone else had done something for them, someone made them feel great, and people never forget that.

Outside of life science, Hoori is exercising her leadership muscle on the Board of Governors of the Human Rights Campaign, making sure there is a place for everyone in society, regardless of differences or background. She has found her purpose and is helping others to find theirs.

Our conversation seemed to be a reflection of exactly the things we were talking about. In the course of that afternoon, I began to understand who Hoori is and why she thinks the way she does because we started the conversation by talking about where she grew up and how she came to the U.S.

What kinds of things keep us from knowing our purpose? As Hoori says, we often find it looking backward at our own stories to figure out the times when we were in the zone and at our best. In the meantime, we put our heads down and do what needs to be done. That is also important, but tough to sustain without purpose. You can write your own story or have it written for you. When you finish writing yours, maybe you can help someone else understand theirs.

Your deepest insights are your best branding. I’d love to help you share them. Chat with me about custom content for your life science brand. Or visit my website.

I spoke with Brian Thomson, HR consultant and leadership coach, about leadership, hiring, retention, and culture in early-stage life science companies. Brian’s practical insights offer a roadmap for building and sustaining a thriving company from the ground up.

The Importance of Modeling the Right Behaviors

From the beginning, Brian emphasized a key concept: intentionality. In his view, leadership is not just about making the right decisions; it's about being intentional in how you model behaviors and build culture within your organization. This is particularly crucial in the fluid environments of startups, where the pace is fast, and the stakes are high.

He pointed out that it’s not about whether a particular culture is right or wrong—what matters is that it’s intentional and authentic. This intentionality shapes hiring, retention, and performance management, all of which are crucial for the long-term success of a company. He argued that strategic planning should not just be a buzzword but a disciplined practice that informs every decision, from the type of culture you want to build to the kind of people you need to hire.

The Rule of Threes: Core Competencies in Startups

Brain has a rule of threes when it comes to what founders of early-stage life science companies need to focus on: disruptive science, a strong core team, and a high degree of intentionality around culture. While it’s easy for founders to get fixated on the science—because it’s their passion and it’s measurable—the other two elements are just as critical.

This resonated with me, especially considering how often we see startups with groundbreaking science but no clear direction on how to build a team or a culture that can sustain the business. The science might make headlines, but it’s the culture and the team that will drive the long-term success of the company.

Strategic Planning: More Than Just a Process

Brian’s sees strategic planning as more than just a process; it’s a foundational practice that lends clarity, focus, and discipline to an organization. He mentioned that in his role as a coach, he often works with early-stage organizations to develop a strategic plan that is as concrete as possible. The goal? To ensure that at any given moment, everyone in the organization knows the top priorities.

Be very disciplined. Be very focused. Make your plan. Make it as concrete as possible. At any given time, if I go and ask two of your employees, anywhere in the organization, “What are the number one and what's the number one and what's the number two topmost priority that the company has at that moment?”

If they can't answer that, it indicates to me that you haven't done a good enough job of being very clear and being very focused.

This approach to strategic planning directly feeds into the hiring process. By being clear on the values and culture you want to create, you can ensure that the people you bring into the organization are aligned with those goals. Hiring isn’t just about finding people with the right skills; it’s about finding people who will thrive in the specific culture and environment of your company.

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Hiring: An Internal Competency, Not a Task to Outsource

Many startups make a mistake by outsourcing their hiring processes. Hiring is too critical to be left to an external agency, especially in the early stages of a company’s development. The first 10 to 15 hires set the tone for the entire organization, and if those hires don’t align with the company’s culture and values, it will create long-term issues.

Brian argued that hiring should be an internal competency, with the leadership team taking an active role in the process. This ensures that everyone who joins the company is fully aware of the environment they’re stepping into, whether it’s a messy startup with lots of ambiguity or a more structured environment.

The Value of Transparency in the Hiring Process

Brian shared a story from his time as Chief People Officer for a small biotech spinout during the Great Resignation. Despite the mass exodus of employees across industries, his organization navigated that period with zero regrettable turnover and zero R&D turnover. The secret? Radical transparency.

From the first conversation with potential hires, Brian and his team were upfront about the realities of the company’s environment. This honesty helped attract the right people—those who were excited about rolling up their sleeves and getting their hands dirty—and it also helped filter out those who weren’t a good fit. Brian emphasized that transparency in the hiring process not only attracts the right talent but also helps candidates self-select out if the environment isn’t right for them.

Retention: A Balancing Act

When it comes to retention, 100 percent retention isn’t the goal, nor is it ideal. A little turnover can be a good thing, as it brings in fresh perspectives and prevents complacency. However, the key is to ensure that the turnover is natural and doesn’t result in the loss of essential talent.

Brian talked about the importance of building a talent engine within the organization—an environment where employees are developed and prepared for their next roles, whether within the company or elsewhere. This approach not only boosts retention but also enhances the company’s reputation as a place where people can grow and develop their careers.

The Power of a Coaching Culture

Finally, we talked about the value of creating a coaching culture within an organization. Brian argued that this is one of the most effective ways to develop talent and increase engagement. Instead of relying on traditional training programs, which can be expensive and often ineffective, he advocates for on-the-job learning and continuous development through coaching.

In a coaching culture, managers act as mentors, helping their employees navigate their careers and develop the skills they need to succeed. This not only empowers employees but also creates a more dynamic and engaged workforce. This approach doesn’t require a huge budget—it’s more about a shift in mindset and behavior.

Final Thoughts: Intentionality Is Key

As we wrapped up our conversation, the theme that kept coming back was intentionality. Whether it’s in strategic planning, hiring, or building a coaching culture, being intentional about your decisions and actions is crucial for the success of any startup. The best companies are those that are clear about who they are, what they value, and where they’re going.

Your deepest insights are your best branding. I’d love to help you share them. Chat with me about custom content for your life science brand. Or visit my website.

Issa Kildani is the founder and principal consultant at Ambrosia Ventures. Our conversation centered on his journey from metabolic and cardiovascular research into the consulting world. Even if you are not planning on becoming a consultant, one can learn a lot from his approach to acquiring skills and building relationships with customers.

Transitioning from Research to Consulting

You don’t need an MBA to become a consultant. I’m sure it helps in some areas, but there is a lot to be said for rolling up your sleeves and figuring it out. Issa started his career in metabolic and cardiovascular research as a graduate student at Vanderbilt University. He eventually realized while working at startups that his longer-term goal was to help people and companies rather than stay at the bench.

Transitioning into consulting requires a diverse skill set, including project management, strategic thinking, and analytical skills. There was a lot to learn but he saw a path to make it happen by being self-driven and inquisitive, eager to learn and explore new areas, one of which was strategic thinking.

Strategic Thinking

I’m always interested in what it means to think strategically. Issa shared his experience at a neurofeedback and biofeedback startup in Michigan. Working closely with the CEO, he learned the importance of strategic thinking by understanding different markets and thinking ahead about potential expansions. With multiple opportunities for expansion, how do you choose where to focus? Issa considered what were the emerging markets and where that would put them 5 years down the road.

So you want to jump on it just now, you know, like the AI and machine learning, things like that in drug discovery.

These are hot topics, but which one is going to take you a lot further in the company and what's your long-term vision? Does it align to your long-term vision? Do you plan on selling five years from now or do you plan on growing to a bigger company? Those are the kind of decisions that play into it and help them align to that strategic goal.

Understanding Industry Dynamics

Beyond understanding markets, one also needs to understand how the industry works. There are many components to the life science ecosystem. Issa talked about the unique challenges faced by biotech companies, such as funding issues, regulatory hurdles, and clinical trial recruitment problems.

In the early stages, refining their pitches and helping them communicate their value more effectively is a key for success. At later stages, the focus might be more on regulatory issues or broader strategic goals. My overall impression is that Issa is very good at talking to potential customers and figuring out in detail what their current challenges are. That is a skill in itself.

Building Relationships and Winning Business

Issa takes a very long approach to building relationships and winning business. He emphasized understanding clients' needs, being genuinely interested in their success, and maintaining long-term relationships. It can take a long time to land a client. Issa’s process involves regular check-ins, understanding the client's challenges and milestones, and providing insights so potential clients can understand the value he brings to help them achieve their strategic goals.

The Value of Mentorship

We talked about the value of mentorship. He described how his mentor, who was also his boss, played a significant role in his development as a consultant. By being upfront about his desire to learn and improve, Issa received invaluable guidance and feedback that helped him fine-tune his skills. The key thing here was simply to ask. Sometimes this may seem like a bold move. “Can I really ask a senior executive to be my mentor?” (It’s not the only way but as an older parent, I can tell you nothing gets your attention faster or makes you feel better than when a young person asks for your advice.)

Even if they don’t have time to be your mentor, it will put you on their radar as someone who is looking to do more for the company. You can’t lose.

If you take away nothing else from this message, being curious and asking for advice will take you a long way regardless of your goal. I challenge you to find some one and talk to them this week.

Opportunities and Challenges in Smaller Biotech Ecosystems

Issa is based in a smaller biotech ecosystem, Ann Arbor, Michigan. While smaller ecosystems may lack the resources and investment opportunities of larger hubs like San Francisco or Boston, they offer a chance for a consultant to make a significant impact. Add to that the possibility of connecting with larger hubs and applying those insights locally, you can make a difference to foster growth and innovation in these emerging ecosystems.

The Broader Implications of Consulting

From my own experience, the best thing about being a solopreneur or consultant is the opportunity to see what’s happening across all of life science. If you are the person who feels that life at the bench is too slow or too narrow, this may be the path for you. I enjoy the feeling of helping others in life science directly. I may not find the cure that affects millions but I get to build relationships and see the value I bring t people I actually know. At the same time, I know they are helping millions.

For anyone considering a career in consulting Issa's journey offers valuable lessons. Check out Issa's website and blog for more insights and resources.

Your deepest insights are your best branding. I’d love to help you share them. Chat with me about custom content for your life science brand. Or visit my website.

In this episode, I spoke to Cassandra Rix, the owner and chief leadership coach at The Resonance Coach. Our conversation centered around understanding individual motivations and expectations within group efforts, especially in the context of company acquisitions. I think you will find the insights applicable to many situations at work and at home.

Cass's Background and Expertise

Cass has spent over 20 years working with businesses either in the process of being acquired or on the tail end of an acquisition. She specializes in service agencies selling expertise and time, such as consultancies and communication specialists. Her focus now is on helping founders looking for investment or seeking an exit strategy, and the businesses interested in investing in them. She believes that many acquisitions fail despite thorough due diligence because the underlying human motivations and behaviors of the individuals involved aren't fully understood.

Understanding Motivations

While people may outwardly agree on a common goal, such as selling a company, their underlying reasons can be very different. These differences will show up during times of significant change (after the investment or acquisition). Everyone’s motivations are influenced by their own personal experiences and beliefs, which drive their decisions and behaviors.

Cass's own interest in understanding motivations stems from her background in sales and marketing, where she worked with buyers and wanted to comprehend why people made specific purchasing decisions. Our beliefs drive our behavior, and it's crucial to recognize that we often make assumptions about others' motivations based on our own perspectives. We expect them to act the way we would. I’d like to look deeper into this in future episodes.

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The Challenges of Assumptions

It’s risky to assume that everyone's motivations are similar. Cass used the analogy of wearing someone else's shoes – just because you're in their shoes doesn't mean you understand their journey. This is especially relevant in business settings, where assuming that all founders or team members share the same motivations can lead to conflicts and dysfunction.

Cass illustrated this with an example of how misaligned expectations can derail an acquisition. For instance, if one founder decides they have enough financial security post-acquisition and leaves, the remaining team dynamics can be severely disrupted:

So the things that fall apart there is, well, we all think we've agreed to sell this business or invest, have investment in this business so that we can carry on.

What does carry on mean? What if that means that one person has generated enough income in the acquisition process, not to need to stay throughout the earn-out. And suddenly you go from a leadership team or founding team of four to three or three to two. What if the other two people in that business were beautifully balanced by that third individual?

And so the relationship that they're left with is dysfunctional. They don't really like each other. They don't know how to communicate with each other. They've never had to without that third person as a foil. And probably the most flawed thing is the assumption that the rest of the business, whether you're talking about another twenty people, fifty people or thousands of people, the assumption that those people don't know.

This scenario can lead to conflicts and a decline in business performance, which affects everyone's livelihoods.

The Role of Vulnerability and Communication

As individuals climb the corporate ladder, they often create personas that might not align with their true selves. This can lead to exhaustion and dissatisfaction, as they try to maintain an identity that doesn't reflect their genuine motivations.

Cass said that vulnerability is not a weakness but a strength. When leaders and team members are open about their true motivations and feelings, it fosters understanding and empathy. She shared that when people reveal their authentic selves, it often leads to relief and better teamwork. This openness can help teams navigate change more effectively, as everyone understands each other's perspectives and can support one another.

Practical Implications and Real-World Examples

Cass pointed out how small habits and cultural norms, such as which hand you use to hold a fork, can shape our perspectives and lead to emotional attachments about how things should be done. If we feel that strongly about cutlery, imagine the intensity of our feelings about approaches to business where the stakes are much higher.

Translating this to business settings, she explained how deeply ingrained beliefs about success and behavior can affect decision-making and team dynamics. Differing motivations for making money can lead to misunderstandings. Some people might want to make money to retire early and spend time with family, while others aim to leave a legacy or achieve a prestigious position. These differing goals and expectations can create friction if not openly discussed and understood. Whether you are the acquiring/investing company or the company being invested in, understanding these things can make a huge difference in your long-term happiness (money, legacy…).

The Courage to Be Disliked

Our conversation concluded with a serious reflection on the importance of self-awareness and the courage to be true to oneself. Cass recommended the book "The Courage to Be Disliked," which explores the concept that what others think of us often reflects their own beliefs and insecurities. She encouraged leaders and individuals to focus on their own motivations and well-being rather than constantly worrying about others' opinions.

Her final thought: "The most liberating two words in the English language are 'let them...'" Letting go of the need for external validation and embracing one's true self can lead to greater fulfillment and success, both personally and professionally.

Let them.

Your deepest insights are your best branding. I’d love to help you share them. Chat with me about custom content for your life science brand. Or visit my website.

In my recent conversation with Larry Kaplow, we talked about brand strategy in the life sciences, why, when and how.

Defining Brand Strategy

We kicked off the discussion with Larry describing the danger of not having a strategy. In a world overloaded with information, a brand has to cut through the noise and make its value clear. Even if a company has groundbreaking technology, it’s easy to be overlooked if the brand strategy isn’t aligned with the audience's needs. People—whether researchers, investors, healthcare professionals, or patients—are primarily concerned with their own interests.

A brand is the sum of all associations that audiences have about a company. This definition, which he credited to Uli Applebaum, highlights that every touchpoint, from sales calls to investor decks, contributes to building these associations. As a result, a deliberate and intentional strategy is crucial for creating consistent and meaningful connections with the audience.

Simplifying the Brand Message

Larry argued that while nuances might change, the core brand message should remain consistent. He likened it to owning a space in the audience's mind—when they think of your company, they should think of one defining characteristic. This consistency makes it easier for the audience to remember and relate to the brand.

Here is a real-world example. Thermo Fisher faced the challenge of convincing diverse audiences to switch from traditional methods to mass spectrometry in toxicology. By identifying two primary audience groups—those looking to grow their business and those pushing the boundaries of research—they could tailor their brand message to resonate broadly. This approach allowed them to lead with a brand-focused message about pushing toxicology forward, which connected with all their target audiences. It took doing some homework to get there. This involves understanding the audience's motivations, barriers, and pain points.

Larry shared another example from a different company in the medication management space in hospitals. The initial tech-focused message wasn't resonating. Hospitals were resistant to new technology because new tech often means a lot of work. By shifting the narrative to focus on patient and hospital safety, they aligned their message with what was truly important to their audience. This not only made the brand message more relevant but also helped position the technology with respect to existing budgets for safety initiatives.

Personality Archetypes for Commoditized Products

Brand personality archetypes can differentiate a company in a commoditized market by mirroring what's important to them or by representing something they aspire to be. For instance, McDonald's uses the "Innocent" archetype, creating a sense of happiness and nostalgia. In contrast, Burger King has struggled with consistency, resulting in a less impactful brand presence. As I look at it, BK is focused on the burger, McDonald’s is focused on the experience.

Crafting a Long-Term Brand Vision for Investors

If we think about smaller biotech firms, even prior to commercialization, crafting a long-term brand vision is crucial, especially when communicating with investors. Larry noted that investors are people too, influenced by compelling narratives. Investors looking for long-term returns want to see a cohesive brand strategy that promises sustainable growth and market relevance. A strong brand story in the investor deck can be as important as the technical details. The other lesson here is knowing what kind of investor you have or are looking for.

Brand Architecture - Balancing Messages Across Different Levels

We wrapped up the conversation by discussing how to balance messages across different levels—company brand, technology, and specific applications. Larry differentiated between brand architecture and communication structure. Brand architecture involves categorizing and integrating different brands, especially post-acquisitions, whereas communication structure focuses on maintaining a consistent brand story across various touchpoints.

He highlighted the importance of having a comprehensive brand position that can be communicated at all levels, from the high-level mission and vision to the detailed technical aspects. This consistency not only strengthens the brand but also adds credibility and value over the long term.

Final Thoughts

Larry’s insights were a masterclass in brand strategy, particularly for the life sciences sector. His emphasis on consistency, relevance, and the importance of doing the homework provides a clear roadmap for any company looking to strengthen its brand. For me, the takeaway was clear: a well-defined and consistently communicated brand strategy is essential for cutting through the noise and making a lasting impact. And for those in the biotech space, understanding and addressing the needs of all your audiences, including investors, is key to building a strong, sustainable brand.

Your deepest insights are your best branding. I’d love to help you share them. Chat with me about custom content for your life science brand. Or visit my website.

David Ormesher, the CEO of CGLife, and I had a conversation about communicating science broadly to the public and within the scientific community. David went immediately to the power of storytelling in making science approachable. He highlighted the hero’s journey, the narrative arc used in literature and film, as a powerful tool to engage various audiences, whether they are scientists, physicians, patients, or the general public.

That narrative of the hero’s journey applies to patients and caregivers as well as scientist looking for breakthroughs. Not only can it help demystify science but it can also create emotional connections that make complex scientific concepts more relatable and engaging for the general public.

I think it’s important for society to understand and appreciate the work of scientists as well as understand how science is done especially when the details might not seem immediately relevant to them. By highlighting the human element and the persistence required in scientific exploration, we can help the public understand that scientists are ordinary people with an extraordinary commitment to solving complex problems. This can shift the public perception from seeing science as something inaccessible to recognizing it as a collective effort aimed at improving lives as well as simply appreciating the universe we live in.

What does this mean for life science marketers? David gave us a complete primer on the journey of a new medical product from inception to market launch. I was roughly aware of the roles various teams play in bringing a new drug to market. He covered the spectrum and filled in the details for me. Market insight, brand development, and market shaping involves understanding the needs of both physicians and patients, conducting extensive research, and building awareness through unbranded communications. As has come up several times over the years on this podcast, the importance of early engagement with healthcare professionals and patients before a product is approved can not be overstated. It helps ensure that by the time a drug is approved, there is demand and a well-informed audience.

It's that ability to personalize content that is also key. And this is where not only the agencies of the future that we need to help shepherd these products from clinical development through approval, launch and growth, they need to understand the science. They also need to understand that digital component of targeting, segmentation, (and) personalization.

Data and analytics play a critical role in this process. By capturing and analyzing data from the early stages, companies can refine their marketing strategies, personalize content, and measure the effectiveness of their campaigns. This data-driven approach ensures that the communication is relevant and impactful, reaching the right audience with the right message at the right time.

One aspect I found particularly interesting was the preparation for day zero – the day the FDA approves a new drug. David described having all the marketing materials ready, including a “day one” website and direct email marketing. At the same time, a launch team needs to be prepared to very quickly make any changes required for labeling, etc. when the approval comes along.

Finally, we touched on the challenges of educating physicians about the latest medical advancements. For a doctor who completed medical school 20 years ago, and has been seeing patients all day every day, keeping up to date is near impossible. Highly targeted communications including bite-sized, relevant, and easily accessible content, such as short video interviews and 3D animations can help physicians keep up with the latest developments.

As marketers, there is plenty of work to be done to keep both the public and people in the healthcare sector educated on the value of the science being done, ultimately helping patients find the treatments they need.

Your deepest insights are your best branding. I’d love to help you share them. Chat with me about custom content for your life science brand. Or visit my website.

By now, I imagine most of you have interacted with ChatGPT in some way. You can use it to summarize a document, brainstorm a campaign or plan a vacation away from technology. The capabilities are mind-boggling and the BS (if you detect it) is amusing. All that aside, how can you use an internal vertical GPT to serve your customers?

I spoke to Ian Birkby, CEO of AZONetwork about Azthena, the internal vertical GPT they built as an AI assistant deployed on their various websites to help users find relevant news and product information. If you are not familiar with AZONetwork, Chat GPT describes them like this:

The AZoNetwork is a company that specializes in digital marketing and content solutions within the science, healthcare, and technology sectors. They provide a range of services aimed at connecting scientific, medical, and technology communities globally. These services include content creation, marketing strategies, and communication solutions designed to disseminate knowledge and promote products through various online platforms. AZoNetwork operates several websites that publish articles, news, and resources relevant to professionals in these fields, helping them to stay informed about the latest developments and technologies.

As a media and marketing company, AZONetwork has a lot of content, over a million assets, by Ian’s estimate. This is the content was used to train Azthena to to answer users queries.

The value of this type of GPT is that the data it has been trained on has been reviewed and vetted by humans in the course of publication over many years. The same can’t be said for everything one finds on the internet, some of which ends up in the answers to your ChatGPT queries, not to mention outright hallucinations.

General LLMs, if I'm going to exaggerate, are a mile wide and a few inches deep. We're trying to be, you know, maybe 12 inches wide, but three foot deep… - Ian Birkby

Azthena took nine months to build. That was impressive to me given that includes putting some structure around all of their content.

The quality of the output should enhance the customer experience by providing specific answers to queries along with relevant references.

If you find this helpful, it kind of makes sense to subscribe, doesn’t it?

Ian and I discussed what this will mean for companies, buyers and human creativity broadly.

External GPTs trained on the same broad collections of data may all end up homogenized. How will you differentiate your company to be a source of unique and valuable (essential) information? Building your own specialized GPT is one possible answer.

We agreed that the buyer’s journey will change. Once people adapt to the new approach (this will take some time but too much), they’ll expect to find answers and recommended next steps regarding what to look for or look at along the way to a purchase. No more clicking through multiple links hoping to find the best information. As I write that last sentence, I’m stunned at how quickly we are spoiled by new technologies. I’m old enough to remember mailing away to get a catalog or brochure from one vendor! If you are a marketer, you should be thinking about what comes next.

In reaction to this change, big information providers e.g. The Guardian, etc. are blocking crawlers from sucking up their information. Models built on search might also change. Will we have to pay for things that were free for the last 20 years?

Finally, I asked Ian about the future of human creativity.

…emotional intelligence… that's definitely an area where, you know, the human has still got a role I think, in that, very pure form of creativity… seeing what nobody else has seen before and thinking something different. You know, that I still think there's mileage in, in humans having a role to play there. However, there's probably 80 percent of the drudgery-related tasks that we all face that are going to end up sitting on the desk of AI.

But for those routine tasks, the efficiencies will be too attractive to pass up. The next question is where is the line that makes a task routine?

Your deepest insights are your best branding. I’d love to help you share them. Chat with me about custom content for your life science brand. Or visit my website.