PhD Transition Report On-Demand

Here’s a quick rundown of this week’s episode…

• First, Isaiah interviews PhDs who have successfully transitioned into MSL positions.
• Next, Isaiah, Elizabeth, and Yuri discuss the soft skills needed to be an MSL.
• Finally, Isaiah, Elizabeth, and Yuri review the presentation standards set forth for MSLs.

[We are talking to] successful professionals in the MSL career path, they’ve made the transition into industry, and there’s plenty of positions out there for PhDs, you’re just invisible to employers.

The MSLA group has been really valuable in terms of that network, understanding what the MSL position is, and helping me with the interview. Knowing how to present is key. That’s the number one point that you need to kill in your interview process because the presentation is just absolutely crucial. 

The MSL career is slightly different and understanding those different aspects is very important. However, you can get into this role as a PhD, no matter what background you have. You need to learn new things, to learn to speak the language of MSLs, and you have to learn which parts of the job search process for MSL are different from other career paths. But you can learn that through day-to-day interactions and using the resources we offer.

The soft skills are what that matter most in an MSL role, whereas for a non-MSL role, it’s usually the technical skills that matter most. For scientits or similar roles, we all know that our technical skills are incredibly valuable, but if you can’t communicate appropriately, then you’re not going to get an MSL role.

They can teach you the science, but it’s much harder to teach social skills, emotional intelligence, and how to be comfortable and confident speaking in front of a group of people. 

Let’s focus on the interview presentations, what are some of the shifts that they need to make the biggest differences in presenting in academia versus in an interview for an MSL position. What do they need to know?

I would say the biggest difference for a clinical presentation versus a PhD presentation is they pretty much do not care about the methods at all in a clinical presentation. Whereas, I think, in science, we focus a lot on the methods. They care more about the outcomes, the patient population, and AE or adverse events. 

Candidates need to show that they know the data and apply the data correctly to an appropriate patient, whatever those data may be. A safety profile is important because some patients may be intolerant of the drug or just may not be the right patient for the drug. The efficacy profile is also important in the context of the therapeutic area landscape because there are so many different therapies to choose from. 

It’s important to essentially present what our asset does from safety and efficacy. By no means, do we say it’s better or worse unless there was a head-to-head study done with a competitor. MSLs don’t make any comparative statements.

** for the full podcast, check out the audio player above.

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The post 6-Part MSL Job Search Blueprint- From Designing An MSL Resume To Crafting Your MSL Interview Presentation appeared first on Cheeky Scientist.

Here’s a quick rundown of this week’s episode…

• First, Isaiah interviews PhDs who have successfully used Don’s strategies for salary negotiation.
• Next, Isaiah and Don discuss why it is so important for PhDs to negotiate their industry salary, no matter the industry or position.
• Finally, Isaiah and Don go over some negotiation scripts you can use to show you are a professional deal maker.

What would you say are some of the most helpful strategies you’ve learned from Don? If you could look back to the gaps you had in your knowledge in terms of negotiation in every aspect of business, every aspect of your job search, and then how has Don helped you close those gaps?

To me, it was never seeing yourself at a cap. Never think “I’m only worth 90” or “I’m only worth 70.” The sky’s the limit. You should see yourself as a resource that has no limit, you keep your value and you let them know. You have an open ended question to ask why you’re not able to make this much to have this many vacation days, never have a bottom line.

And I think your point is extremely important and something we’ll touch on today in terms of knowing that everything is negotiable and opening your eyes to how much you’re leaving on the table, whether it’s negotiating salary, but also stock options, retirement, relocation, signing, bonuses, all these different things that we’ve been led to believe don’t apply to us, but they absolutely do.

I knew nothing when I was getting ready for my first industry job and looking back, I missed out on easily tens of thousands, if not hundreds of thousands of dollars because of simple gaps in my knowledge. 

I used to hear people telling me: “You can lose a million dollars from not negotiating,” but when I was getting a stipend of like $1500 a month, I was like, “what does that even mean to me?” But when you see it add up like this from your first job onwards, you realize that just a real small increase –  a few thousand dollars extra starting salary –  and doing it fairly consistently every third year can really add up. 

And it’s not just money that you lose by not negotiating. When you don’t negotiate, your employer assumes that they overestimated your skillset. So, they’ll offer you less challenging assignments. They’ll pick someone else for the big offer. 

There’s an opportunity cost that is invisible. The total irony of it is even if they don’t increase your salary, they respect you more and esteem your skills higher. And this is proven, it’s not my opinion.

Employers may try to initiate a variety of salary tests prior to making an offer to you, but you shouldn’t negotiate at all prior to getting an actual offer. And the reason is because you don’t have any power yet. 

During the interview rounds, the employer has all the power. They can choose you out of the applicant tracking system. They have the power just to stop talking to you at any given moment. 

But when you get a formal offer, there’s a magic transfer of power. At that point and until the candidate says yes or no, they possess the power. Once the candidate says yes or no, accepts or declines the offer. The power goes right back to the boss. That’s why you only negotiate after you have an offer. 

A lot of the training is actually not about negotiations. It’s about managing the relationship successfully to get to that point when you get that offer. So, I hope that people see this as a big picture, not just as different techniques that you might read in a how to buy a car book. This is about how to negotiate relationships and bring that relationship to that offering point. And then also negotiate that big money.

** for the full podcast, check out the audio player above.

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The post A Salary Negotiation Map For Avoiding Rejection During The 2nd Wave Of Hiring Freezes appeared first on Cheeky Scientist.

Here’s a quick rundown of this week’s episode…

• First, Isaiah interviews PhDs who have successfully transitioned into management and business positions.
• Next, Isaiah and Ramya discuss why it is so important for PhDs to showcase their business skills when looking for an industry position.
• Finally, Ramya and Isaiah Share some business skills that PhDs should leverage in their job search.

Today we are talking about career transitions and how to skip the entry level positions by highlighting business skills on your resume.

You need to learn the business language. They don’t care what you’re doing for science. They want science for their product. So, that was a huge aspect that I had to learn going into my current position.

Understanding how to translate technical data to business data is crucial. It’s scary for some people because as scientists, we’re trained to look at business people as they just care about money and that’s not true. They care, but we have to guide them a little bit to care about specifically certain things that we may want to get out there.

As a PhD, you have the technical skill box checked, but that’s not going to make up for the lack of business acumen. Speaking business language is what will get you paid that management salary. This is what will differentiate you.

When we start out looking at our job applications and what we’re doing in our resumes and LinkedIn, what we really need to think about is who we are as a person overall, what do we need outside of our technical skills.

It is really important to know what recruiters are looking for right now. Virtual project management, virtual mentoring, or virtual functional collaboration is really important to learn. Virtual presentations skills is not something from being a PhD, but it is still a unique selling proposition that could be put on a resume.

You’re in demand in industry, you just are likely invisible. Then, once they finally talk to you, you’re talking like an academic. You’re not speaking the language of industry. This gap in understanding of industry can be exposed after a company hires a new employee. The most important thing you can do is show you have strong business acumen and then learn skills such as project management.

The fact that you can do a large volume of work, you can learn quickly and process information would do into technical literacy. Creating a business acumen development plan and a management level resume is something we teach in Scientist MBA. There are some pillars that will help you showcase that you understand how industry works and you can speak the language of industry.

** for the full podcast, check out the audio player above.

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The post Skip Entry Level Positions By Putting These 10 Business Skills On Your Resume appeared first on Cheeky Scientist.

Here’s a quick rundown of this week’s episode…

• First, hear from PhDs who recently transitioned into management consulting careers 
• Next, Isaiah and James will discuss what is a management consultant 
• Finally, Isaiah and James share exclusive insights on interviewing for management conslutant roles. 

They generally ask you for your point of view POV and you have to be very fast and sharp. It is normally very time sensitive. It’s very critical for you to answer the moment.

We’re really good at reading books and comprehension. It is a strength of all PhDs, or you wouldn’t have got your PhD or come this far. But behaviorally being able to competently make a recommendation on your feet or confidently talk through a problem when there’s pressure is a different story.

So go from that data to what does this mean and what does this mean in the context of our business, is an extremely, extremely attractive skill set for management consulting firms.

So what I’m saying is this one thing that’s fascinating and amazing about management consulting and the industry is they’re looking yes for expertise, but mostly do you have analytical capability and can you communicate and build relationships? And from there you can go anywhere you want to.

Thought, you know, at a very high level of management consultants come in and strive to answer the most difficult, most ambiguous. And in my opinion, the most exciting types of problems that face businesses today. So you do this with data logic and really just a lot of business acumen.

A lot of the focus has shifted to helping customers and clients mitigate risk, understand the new environment, and make predictions with confidence about what’s going to happen to their industry and what measures they need to put in place. 

There are business situation questions, and then there are more sort of estimation questions

We might find the right problem to solve, but to be able to synthesize the problem and make a recommendation and then have people listen to that recommendation in deep respect and then throw millions of dollars behind it to see your recommendation in the real world and solve and turn businesses around.

I’m surprised how many PhDs walk into an interview, not realizing they’ll be asked to solve business problems on the interview

You could argue the reason that consultants are hired is because they’re, it’s an independent brain. You’re just hiring an independent brain that is far enough removed from the situation to see things and give you a good database answer.

Management consulting hiring processes are extremely unique. The single most unique thing about this is the case case style interview.

Once you hit that 45 minute, they will cut you off. It doesn’t matter if you’re done with the case or not. And you’ll use the last 15 minutes to talk about your experience. They’re trying to gauge not just your experience, but also your fit.

The only thing that matters in the case interview is the process. It is not the answer.

This is the premier program overall with science MBA for helping PhDs get caught up to speed on their business acumen.

I really want to encourage as many of you as possible to join the management consulting firm, get access. All of these figures, these diagrams that you see, you get those times a hundred in the program.

** for the full podcast, check out the audio player above.

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The post The One Big Advantage PhDs Have That Make Them The Best Management Consultants appeared first on Cheeky Scientist.

Here’s a quick rundown of this week’s episode…

• First, Isaiah discusses what is project management and why PhDs are perfect for this career.  
• Then, Isaiah and Orly talk about the skills you need to get a project management position.
• Finally, Isaiah and Orly share the top tools project managers are using today.

Today we are talking about the nine recession proof, project management skills and tools to save your PhD career with a senior industry project manager, Orly Levitan. 

And then there is a really big aspect that we don’t encounter so much in academia is managing people.

Being able to manage a project in academia does not necessarily mean you can manage a project in industry.

This [project management]  is a great transition point. Not just because you can get into any career path after being a project manager, it’s literally the one role that requires the skills required for every other role in industry. 

It’s also in very high demand; 33% worldwide increase in project  management positions by 2027.

They [companies] have resources and they want to know that they manage them correctly. So, when you invest in project management,  you’re supposed to be investing in protecting the resources of the company.

Just having a company being managed well requires people that understand how projects are managed, even in R&D and upper management.

So you do need to hold on to the deadline. 

When you go to industry, even when you come from a rich lab, you go to industry it’s many more millions.

When you’re applying and you can’t mentally work within a framework of hundreds of millions or billions, if you’re trying to get a job at Pfizer or other larger company, you’re going to struggle, and nobody’s going to want to put you in charge of those resources.

It starts in the initiation phase and then we go into the planning phase, where we actually plan the entire project that ends with the signed and approved statement of work. Then we go through the execution phase where we actually start with building the project, making the project, having all the deliverables, and then this ends with something that we give, like a deliverable.

Projects fail because people are focusing on details rather than on value.

Risk management is like a muscle when you get used to managing risks continuously, when you keep training, you get to know risk management; it becomes an instinct.

Sometimes for a project management position, you would be given a scenario and they’re going to ask you, “how are you going to manage change to this project?” So you would need to have two or three solutions or possible outcomes for each change that you would be facing during the simulation.

Now there are very few companies that are completely waterfall and there are very few companies that are completely agile. 

The thing with waterfall is that you can never go back. It’s more definitive.

Agile was made to combat not being able to go up the waterfall. It had to be more flexible. It had to be more circular. The goal is to get feedback faster. 

With agile, things are more defined because the deliverables are smaller and shorter very often, but there are continuous iterations of redefining the requirements. You’re more in touch with the stakeholders. 

A burnout chart is also a very good way to see how your project is actually moving along and it has to do with the tasks more than with the time being spent because it really checks more what you accomplish, rather what you put into the project.

** for the full podcast, check out the audio player above.

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The post 9 ‘Recession Proof’ Project Management Skills & Tools appeared first on Cheeky Scientist.

Here’s a quick rundown of this week’s episode…

• First, Isaiah interviews a few PhDs who’ve successfully transitioned into R&D careers. 
• Next, Isaiah and Elliot dive into the many career paths that PhDs can follow in the R&D field.
• Finally, Isaiah and Elliot discuss the major project management roles.

Today, we are going to talk about 11 research scientists and project management careers for PhDs.

Research and Development is a rapidly growing market. It was predicted to grow at 8.7% after the pandemic. It’s predicted to grow at 21% or beyond, depending on the metrics you look at.

The first thing I had to just overcome was that I was capable and able to get an industry position. Then I took the next step and started learning how to speak the language.

You might be invisible to employers, but you’re very valuable.

Focus on the broader transferable skills, your ability to do research and analysis.

I have always had this dilemma of whether I had to do a postdoc, because that was the trend after doing a PhD. If you’re not doing a postdoc, you cannot get a job. And that’s such a big lie. That’s such a fat lie.

A postdoc is not going to help you even in R&D. It’s more likely to damage your career.

One of the bigger things that people get stuck on from the academic mindset is wanting to go through and know everything there is about something. But you have to be able to pivot.

These are the top eight characteristics that PhDs say they characterize or evaluate different job titles on. 

We’re looking at user experience, researcher information, software specialist, technical development, your junior researchers versus your senior and principal researchers, heck economics, outcome researcher, informatics could also go here, then application scientist, application research, or application specialists, etc.

On the industry side, we do see more structured project management because of the larger teams, more teamwork, obviously development, a focus on things like your technical data. It has to translate into business data.

One of the worst things that can happen to you, in my opinion, as a PhD, is to get hired into a role where you’re working side by side and being paid the same amount or less than somebody with their bachelor’s or master’s. 

Technical development is an offshoot of similar things with the previous position in user research. So, you’re going through and helping develop the newer version of a mass spec or the newer version of the liver on a chip.

Now, in an industry setting instead of focusing on the one grant, you’re focusing on the industry’s goals. And then the director is the person whodecides what are these goals actually going to be.

A project manager is following the specific product from conception to actual product, going through clinical trials all the way to conception. 

You’ll learn as a project manager, the four phases, two of which we never do in academia, writing statements of work, project charters, staying on project scope and quality budget. 

We see this more so now is going through and having the logistics and all of these different companies are going over and having issues. And it’s the QA/QC people who are managing these areas.

Business development manager. These are the people who are going through and making sure we’re filling in those sectors that need to be addressed. 

** for the full podcast, check out the audio player above.

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The post 11 Research Scientist & Project Manager Careers For PhDs (& How To Get Hired Into Them) appeared first on Cheeky Scientist.

Here’s a quick rundown of this week’s episode…

• First, Isaiah interviews a few PhDs who’ve successfully transitioned into data scientist roles. 
• Next, gain vital advice on what it takes to become a data scientist.
• Finally, Isaiah and Shobeir walk you through the data scientist hiring process.

I’m very excited about today’s show. We’re going to bring on a panel of data scientists to talk about this exciting career track.

You can get hired into a data scientist role and learn on the job.

So one of the biggest things I did was I chased the technology at the beginning. The biggest help came from one comment. She basically told me don’t follow the technology, follow the principles.

 I would say, talk to people who are more experienced because they have made a lot of mistakes that you don’t need to do and follow the basics rather than the technologies.

The biggest reason that they’re hiring PhDs that are not even from computer science, is that they want someone to come in and solve a business problem. So, they want someone who knows how to think critically and who knows how to, first of all, consume a lot of information in a very short amount of time and then start producing results.

A data scientist is a person that has to frame the problem into what is needed for a decision to be made and then goes and searches and brings back the goal. So it’s all about how much business impact you can have.

Those three types of skills – technical transferable business – you’ll be trained on those in the syndicate as well.

Can I translate my technical findings into something a bit nontechnical and still be accurate?

So, you have to first define what is the problem that you want to solve. Can you make a business problem into a mathematical problem to then solve?

You have to say it in a brief sentence so that the nontechnical person understands, and it’s not too oversimplified so that the technical person would be like, “you have no idea what you’re talking about.” So it’s that balance that you’ll have to do.

A lot of companies have a mixture of one or two data scientists and one or two non-data scientists on the forum. So, one of them would normally test you for cultural fit. The other one, would then test you on your business, acumen and problem solving. Then, the other one, test you on, let’s say machine learning and the final one may test you on statistics and experiment design and coding. 

It’s easier than you think, it’s a lot easier. You just have to go get some experience, try to read a little bit more about some of the lingo, and also try to always take one step back and ask yourself, “why am I solving this problem?“

By putting things on GitHub, you show a track record of progress, which is good for yourself and good for the person who is trying to judge if you are a good candidate. 

You’re not going to be building a lot of models in your lifetime. A lot of your time is actually spent cleaning the data and making sure it says what it’s supposed to say. Can you zoom out and see what is the big problem I’m solving then zoom in and say, this is the thing I did then zoom out and put it in the right context?

A lot of times, the problem that people have when interviewing PhDs is that they’re not ready to make that transition from that academic mindset. To focus on other people’s needs rather than just the interest in the problem for the sake of the problem.

So. learn the basic algorithms first and then expand to deep learning, expand to more specialized image processing or computer vision or natural language processing. So these are all sub-segments of a bigger machine learning.

** for the full podcast, check out the audio player above.

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The post Avoid Failing Data Scientist Interview Take Home Exams (What You Must Know To Get Hired) appeared first on Cheeky Scientist.

Here’s a quick rundown of this week’s episode…

• First, Isaiah shares with you the 9 interview questions that PhDs transitioning today are being asked. 
• Next, Isaiah discusses Jeff Haden’s article ‘6 Interview Questions to Start Asking Every Remote Work Job Candidate (Covid Edition)’
• Finally, Isaiah offers some inspiration and hope to those struggling in the job market right now.

We’re talking about interview questions that PhDs are hearing right now. These questions have changed quite dramatically since six months ago. 

Employers want to know that you’re open to either working remotely or onsite or in any fashion that might come up in the future. They want to know that no matter how the working environment changes, no matter what new regulations occur, that you are willing to do that.

They want to know how you manage your productivity. 

Tell me about a time you’ve been lonely on the job? I think as PhDs, certainly we can handle working alone autonomously, but there are those times when you need some sort of interaction.

Is there some work life balance that you could discuss to show them that you aren’t going to get burnt out or lonely? 

Tell me about a time you felt misunderstood on the job. What they’re asking is how did you reconcile that misunderstanding? How did you communicate with your superiors, with people working cross-functionally with you to become understood?

How are you recording your work to know if these changes are having a negative impact on performance, on productivity, on other business data, profits, and beyond. 

What’s more important people or data? Data objectively is very, very important. But to get big things done, there’s a team in place for a reason. And if you have a weak link on that team, for whatever reason that person’s having a bad day, they’re tracking the wrong data and they don’t realize it, people make irrational decisions often without knowing it. If we just follow the data and know every decision was rational, this would be easy, but it’s not. People can be irrational. Yes, tracking KPIs are important, but checking with people, communication matters. People are more important.

They’re looking for that certainty, give them that certainty. 

I really wouldn’t apply to a job right now if you’re not certain that you can be adaptable and flexible. 

There is a great article, written by Jeff Hayden, that has six additional questions.

Number two, how do you keep your team engaged and connected?  They’re looking for you to answer in terms of your leadership. So not just how you keep yourself on task, how you manage yourself, but how you would manage others.

What are the five things you always have in your workspace? And why? That’s focused on finding out how you keep yourself productive.

They want to know that you can work autonomously and also with a team. 

When you bring work home with you, it is more difficult to define a style. Is it more difficult to define a stopping point? 

Are you able to communicate when you need some balance or will you just wait and wait and wait until you explode?

So, look back throughout your professional career. So far, what helped you get to where you’re at good or bad? What new skills do you need to leverage? What new ways of communicating your current skills? 

You can get hired right now. You can get into the right job and you shouldn’t let anything hold you back as PhD’s, we know how to adapt to change. 

** for the full podcast, check out the audio player above.

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The post 9 Interview Questions Industry Employers Just Started Asking PhDs appeared first on Cheeky Scientist.

Here’s a quick rundown of this week’s episode…

• First, Alejandra shares her story and how she transitioned into medical writing. 
• Next, Alejandra and Isaiah discuss a day in the life of a medical writer. 
• Finally, Isaiah and Alejandra consider why PhDs are paid so much to work at home as medical writers.

Today, we’re focused on how to get into a medical writing career, which is an umbrella term for many different job types. And I’m very excited to have with us Alejandra Viviescas, PhD, who is a medical writer.

So I would say anything that has some relationship with communication and science as is going to fall into this medical writing term. It’s a position that can serve as a safety net for almost every PhD.

I started to search for other opportunities. I had to contribute some way to the world and just find happiness in what I did. And so, I started looking at what aspects of my PhD, I enjoyed the most and bench work, wasn’t it.

And that’s when it clicked, I had these good communication skills and that was something I actually enjoyed, writing reports or papers or poster presentations, even my thesis.

I started networking and I found other people who have transitioned. When you’re trying to put the pieces together in your transition and you see somebody who already transitioned, it’s like, what kind of God is this person who got out of academia? I started talking to them and listening to their stories. And I realized that these were just people like me. 

I started picturing not the position I wanted, but the lifestyle.

While I was finishing my PhD, I spent all my free time creating this strategy and a spreadsheet of clients. I defended on a Thursday and on Monday I started reaching out to clients and I got my first client less than a month after defending my PhD. 

If you have the ability to communicate with stakeholders, to be client facing, that in combination with your technical skills, your writing skills, your other higher level skills as a PhD, is what makes you so valuable in any industry. 

If you want to go into medical writing, it’s an understanding of the audience. Who is it for? Is it for other academics? Is it for patients or doctors or healthcare professionals? Is it for the general public? 

And you have to take feedback as something that they’re not trying to tell you, you’re not good enough. They’re just trying to make you better. And not only a better writer, but a better writer for them. 

Whereas if you go to marketing, you’re thinking how you want to translate, how do you want to sell that and help the public understand what your company is doing. 

When you’re writing for a regulatory body, there’s a set list of documents for everything. Every step you have to take, whether it’s developing a product, launching a product, or keeping a product in the market.

The project management aspect is also super important. It’s very rare that you’re going to have one project finished and start a new one one; you’ll have to juggle different projects, just like you did during your PhD.

You can work full time for a company on site, but you can work full time for a company remote.

You can work completely freelance on a client basis. You can work full time with your clients or part time, 

And I also want to highlight because of my experience as a freelancer, if you decide to do freelancing or consulting, just keep in mind, you’re going to learn so much because you are going to be your own small business.

** for the full podcast, check out the audio player above.

To get advanced access to the full length versions of these podcasts, as well as access to our live training webinars, exclusive training videos, case studies, industry insider documents, transition plan, and private online network, get on the waitlist for the Cheeky Scientist Association now.

The post Why PhDs Are Paid So Much To Work At Home As Medical Writers appeared first on Cheeky Scientist.