Commanders & Chiefs Michelle KEEFE An Engaging Presence · healthcare manufacturers to deploy field sales teams in some very unique and creative ways. “I believe it will become

28 July/August 2014 � PharmaVOICE

Commanders & Chiefs

n just two years, Michelle Keefe has hada hugely positive impact at PublicisTouchpoint Solutions. Always coming

up with unique, clever, and reasoned solu-tions, she combines a confident and energeticpresence with a warm, approachable manner,and a laugh that is contagious.

A skilled networker, Ms. Keefe helps herteam members to build positive relationships,gain competitive information, and providebest-practice solutions for the agency’s clients.

Ms. Keefe wears many hats, includingchief operating officer and partnership generalmanager, all the while remaining committedto people development in every role she holds.

Her extensive experience in the industryenables her to step in and read a situationquickly and provide strategic solutions thatmeet the budget constraints and timelines ofclients.

Among Ms. Keefe’s industry accolades isinduction into the Pfizer Hall of Fame, anaward designation that is accomplished byfewer than 1% of the sales leadership at Pfizerand occurs when someone has obtained sixVice President Management Cabinet awards,which are conferred annually to the top 15%of sales management.

With a unique view into the operationalchallenges and opportunities with industryfield forces, Ms. Keefe believes that in the nextfive years, there will be solutions that allowhealthcare manufacturers to deploy field salesteams in some very unique and creative ways.

“I believe it will become the norm to haveevery communication channel fully integratedand able to inform via big data the channel,timing, and message for each physician,” shesays.

Ms. Keefe appropriately delegates and en-courages her team to stretch and bring inno-

Michelle KEEFE

Michelle Keefe shows genuine trust in her team, which makes formutual respect and excellent relationships.

community and get paid for that day as if theywere working.

Outside of work, for years Ms. Keefe hasdone volunteer work centered around herdaughter’s school and extracurricular activi-ties, from Girl Scout leader to sports andschool events. She also supports her daughter’sand husband’s philanthropic passion, Oasis ofPaterson, N.J., which is dedicated to feedingand clothing women and children in need, aswell as providing educational resources andskills to help them obtain meaningful em-ployment and to break the cycle of poverty.

Ms. Keefe also actively supports the Visit-ing Nurse Service of New York (VNSNY), anonprofit organization that provides health-care for people who often fall through thecracks. In fact, before Ms. Keefe joined Touch-point she worked with VNSNY. The organi-zation’s profitable business is what helps fundits charitable work and allows for the organi-zation to provide more healthcare to thosewho may otherwise not receive it.

Her role at VNSNY was to help the or-ganization build its business developmentfunction and put processes in place to ensureappropriate utilization of services and payerverification so that the organization was ableto use the revenue to focus on delivering char-itable care and programs to New York Cityresidents in need. PV

An Engaging Presence

I

vative solutions to the table. She has a truepassion for wanting to see people grow and bethe best they can be. And she has a way ofmaking her reports believe they can do morethan they thought possible.

A lead-by-example individual, Ms. Keefegoes above and beyond in her own role and isalways willing to lend a hand to those in needof added support. She inspires by helping oth-ers recognize their own strengths and desiresand then supporting them in achieving theirgoals. People need to self-motivate, Ms. Keefebelieves, but leaders can help by creating anenvironment that allows people to do theirbest work. For example, helping employees tounderstand how their work contributes to thesuccess of the company can be very motivatingfor many people.

If you want something, Ms. Keefe says youhave to ask for it. Early in life, she thoughtthat asking for something, such as an assign-ment, was brash and egocentric. Then at afairly junior stage in her career, a coveted mar-keting internship position opened within hercompany. As the highest performing personon her team, she thought that she would beoffered the internship. Instead, a lower-per-forming peer asked for the assignment and theboss gave it to him.

“This was a watershed moment for me,”she says. “I learned that asking for something,in reality, was simply being proactive andshowing initiative. That was the last time Iever let an opportunity I wanted pass me bywithout asking for it.”

She learned her proactive and determinedapproach from her mother, who grew up withfew resources in a very small town in Ver-mont. She moved to New York at age 18 andput herself through nursing school, eventuallyearning her master’s degree in nursing. Shebecame a professor at the College of Staten Is-land and is an author of a number of textbooksin nursing that are still in use today.

“My mother has been a wonderful rolemodel, mentor, and champion for methroughout my life,” Ms. Keefe says.

Ms. Keefe strongly supports Touchpoint’scommitment to giving back to the local com-munity, including through the United Way ofBucks County and the Bucks County Hous-ing Group. Touchpoint also supports thePheoPara Alliance, a nonprofit organizationthat helps patients and physicians make in-formed decisions for the treatment ofpheochromocytoma and paraganglioma. Andthe company holds several Touchpoint Volun-teer Days per year, where employees can par-ticipate in a group volunteer activity in the

FOCUSED. COMMITTED.

DRIVEn TO InnOVATE By

EXCELLENCE

TITLE: Chief Operating Officer

COMPANY: Publicis Touchpoint Solutions Inc.

EDUCATION: B.A., Marketing, Seton Hall University

FAMILY: Husband, Ralph; daughter, Taylor; and twoLabradoodles, Mocha and Teddy

HOBBIES: Golfing; traveling; New York Yankee’s baseball

BUCKET LIST: Skydiving; racing in an Indie 500 car; attending the Masters tournament; going on an Africansafari; traveling to Australia, including sailing on theGreat Barrier Reef

AWARDS/HONORS: Pfizer Hall of Fame; Visiting NurseService of New York’s CEO Innovation Award

ASSOCIATIONS: Healthcare Businesswomen’s Association(HBA)

TWEET AT: @pTouchpoint

SOCIAL MEDIA:

Getting to Know...

Michelle Keefe

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ombining wisdom developed from hisyears in the corporate finance and in-vestment banking trenches with an

innate ability to crystallize complex ideas intoa few concise words, Robert Forrester is bring-ing clear direction to the biotech company Ve-rastem.

Whitehead Institute Founder Dr. RobertWeinberg established Verastem to addresscomplex science around cancer stem cells.

According to Dr. Weinberg, cancer stemcells are the underlying cause of cancer tumorrecurrence and metastasis and it is Verastem’sscientific vision to develop drugs for some ofthe more challenging forms of cancers.

Mr. Forrester calls cancer stem cells “thebad actors of cancer.”

It’s this ability to clearly articulate complexideas, combined with a finance background,and proven success in the biotechnology in-dustry that led Verastem Founder Dr.Christoph Westphal to appoint Mr. Forresterfirst as chief operating officer in 2010 and thenas CEO in 2013.

Mr. Forrester draws on his decade of expe-rience in leadership positions at public andprivately held biotechnology companies —CombinatorX, Forma Therapeutics, and Coley

Robert FORRESTER

Annointed Chief Pancake Officer, Robert Forrester strives to enable his team to succeed by giving them access to the bestscience and resources available to achieve Verastem’s mission:to treat cancer by the targeted killing of cancer stem cells.

and resources available to achieve our mission.We are all acutely aware that the patients arewaiting.”

Mr. Forrester understands all too well thepain of losing a loved one; his father died froma brain hemorrhage when he was just 18.

“One minute my father was here and thenext he wasn’t,” he says. “It was hard to un-derstand how such a healthy man could betaken so suddenly. His passing inspired me tofind ways to help others avoid having to expe-rience the pain that I encountered at such ayoung age.”

Mr. Forrester’s commitment to helpingothers can also be seen in the charities he sup-ports.

These include Mesothelioma Applied Re-search Foundation, which focuses on an ag-gressive and deadly cancer. The foundation isthe only independent, non-profit charitable or-ganization dedicated to helping patients withmesothelioma.

In addition, he supports Beacon Academy,which provides a 14-month transformationalyear between 8th and 9th grades to promising,motivated, and hard-working students fromthe inner city areas of Boston.

“Inspired by a challenging curriculum andstimulating co-curricular experiences, studentslearn vital academic skills and develop habitsof mind that empower them to change the tra-jectory of their lives, their families, and theircommunities,” Mr. Forrester says.

He is also a strong supporter of Tenacity, aBoston-based organization dedicated to help-ing at-risk urban youth develop skills, buildcharacter, and find pathways to excellence. Theorganization focuses on improving the scholas-tic, character, and physical development ofurban youth in Boston by combining tennisinstruction and academic support with a focuson life skills. PV

Serving an Ace in the Fight Against Cancer

C

Pharma — to steer Verastem and its six early-stage clinical programs to success.

In 2012, under Mr. Forrester’s direction,Verastem became a public company, which setthe stage for subsequent public offerings byother companies throughout the U.S. biotechsector.

Mr. Forrester is passionate about changingthe way cancer is treated so that patients maylead fuller, more normal lives. This is no smalltask and he recognizes that all of his and hiscolleagues’ efforts are necessary to have achance of achieving this goal.

Authenticity is of great importance to him,and he and his colleagues work out of a hum-ble office and lab space, leaving shareholders’investments going into drug developmentprograms.

So while the company’s headquarters con-sist of a bunch of Ikea desks and chairs and noprivate office space, Verastem has undertakensix oncology programs in non-small-cell lungcancer, ovarian cancer, and perhaps the mostchallenging of all, a global clinical trial inmesothelioma, which will ultimately treat 400patients in 11 countries at 35 to 40 trial sites.

While he describes leading Verastem as themost audacious task he has taken on in his ca-reer to date, he also says it is the most moti-vating, important, and rewarding opportunityhe has had.

The moment Verastem’s first ovarian cancerpatient treated with the company’s lead drugVS-6063 had a complete response, and she wasallowed her to return to her family, is a careerhighlight for Mr. Forrester.

His next goal is to bring Verastem’s firstdrug targeting cancer stem cells to market.

“We need to create new therapies to convertcancer into a chronic disease,” he says. “Pa-tients deserve to lead normal lives, take controlof their disease in conjunction with theirphysicians, thereby allowing them to achievetheir goals and ambitions in life.”

He is motivated by the belief that scientificdiscoveries will lead to changing how cancer istreated.

“I work with an incredible team of people,equally passionate about and motivated tochange the way patients battle cancer,” Mr.Forrester says. “I strive to enable them to suc-ceed by giving them access to the best science

AUTHENTIC. DRIVEN.


PATIENTS

TITLE: President and CEO

COMPANY: Verastem Inc.

EDUCATION: LL.B., Bristol University; Solicitor, Guildford LawSchool; CFE, London Business School

FAMILY: Wife, Rebecca; daughters Claudia, 18, Iona, 16

HOBBIES: Tennis, traveling off the beaten path travel, gardening, Chelsea Football Club (the other football)

BUCKET LIST: Change the way cancer is treated; attend allfour tennis grand slam (two down, two to go); learn to fly anairplane; have lunch with Warren Buffett; meet the DalaiLama; watch England win the World Cup

AWARDS/HONORS: Chief Pancake Officer

ASSOCIATIONS: Mass Bio, Biotechnology Industry Organization

SOCIAL MEDIA: :

Getting to Know...

Robert Forrester

29PharmaVOICE � July/August 2014

Commanders & Chiefs (c

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Science in the pursuit of a social mission ap-pealed to Ms. Protopapas, so when she was of-fered the job she accepted. That was 1997, andshe has never sought out a new professionalhome.

During her more than 15 years in escalatingexecutive positions at Millennium Pharmaceu-ticals and Millennium: The Takeda OncologyCompany, Ms. Protopapas has led the planningand execution of more than 20 strategic al-liances that have brought $2 billion in funding,downstream capabilities, and assets to Millen-nium.

It is through this work that she helpedtransform the company twice during hertenure: first from an early-stage genomics com-pany to a fully integrated biotechnology com-pany and subsequently into a biotechnologycompany focused on oncology drug develop-ment.

She helped lead discussion and ultimatelyconsummate Millennium’s $8.8 billion acqui-sition by Takeda Pharmaceuticals as well asleading the integration efforts to transitionMillennium into the independent oncologysubsidiary of Takeda.

In October 2010, she moved from Millen-nium to Takeda, the parent company, assumingthe role of executive VP of global business de-velopment, corporate officer, and member ofthe global leadership committee.

In this role, Ms. Protopapas played an in-strumental role in Takeda’s $13.7 billion ac-quisition of the Swiss drug company Nycomedas well as multiple other acquisitions that facil-itated Takeda’s transformation from a leadingJapanese pharmaceutical company to a globalplayer with operations in 70 countries.

In May 2013, Ms. Protopapas assumed theadditional responsibility of President, Millen-nium: The Takeda Oncology Company.

In this capacity, she led the oncology com-mercial business in the United States and thestrategy globally.

Ms Protopapas has a keen awareness of thevalue and place of company culture and howvital it is in making any type of partnership agood fit.

Early on she understood how the addition ofMillennium to the Takeda family would bene-

Commanders & Chiefs

n addition to her own hard work, busi-ness intelligence, and determination,Anna Protopapas, president of Millen-

nium: The Takeda Oncology Company, canthank a man she doesn’t even know for playinga part in her career.

Born and raised on the Mediterranean islandof Cyprus, Ms. Protopapas applied for a U.S.government scholarship to attend university,but found she was disqualified for having aworking mother.

But in a true act of kindness, a staffer at theU.S. Embassy in Nicosia glanced at Ms. Pro-topapas’ application, invited her in to meet him,and helped her file applications independentlyto a number of U.S. universities, adding his ownletter of recommendation. This led to Ms. Pro-topapas’ admission to Princeton as a scholarshipstudent.

“I never saw that man again, but I wouldnot be here today had he not seen somethingin my application that induced him to makethis extraordinary effort to help me when Ineeded it most,” she says.

Ms. Protopapas spent her childhood in themidst of a war and the experience taught herthat nothing should ever be taken for granted.The experience shaped both her personal andprofessional life, expressed in a mindset thatmakes her open to try new things.

Ms. Protopapas’ first jobs out of college wasas an engineer and then as a marketer of con-sumer products.

She found that she wanted more exposure tosmaller start-up companies in growth indus-tries and became interested in pharmaceuticalsafter meeting the founding team at Millen-nium, who convinced her of the vision of a fu-ture in which the mapping of the humangenome would transform biology and create anentirely new class of medicines to treat incur-able diseases.

Anna PROTOPAPAS

Anna Protopapas’ innovative drive and leadership has helpedMillennium transform into the biotech company it is today.

fit the Japanese pharmaceutical company andits 235-year legacy of tradition. Her belief inthis synergy was proof that culture can be a dy-namic, flexible, and adaptive tool — one thatactually makes it easier for large organizationsto cope with disruptive change.

Despite facing challenges that might makeothers wilt, Ms. Protopapas remains optimisticabout growing the business by delivering onMillennium’s oncology pipeline of new prod-ucts, where the company has 15 candidates,nine of which are in the final stages of Phase IIItesting.

Ms. Protopapas is both a biopharma pio-neer and someone who holds the keys to thefuture growth of the industry in her hand.

She has an ability to assess current situa-tions and understand their impact today andtomorrow on the company. She does this byapplying a soft and firm touch in her negotiat-ing endeavors and employing the same skillsshe uses to motivate herself to encourage andpropel others to greatness.

People who have worked with Ms. Pro-topapas call her a “walking classroom.” Col-leagues say she has a unique ability to under-stand very complex science.

She also possesses acute business instincts,and the uncanny ability to quickly and accu-rately process ideas to make decisions.

Ms. Protopapas is well-respected as an ex-ceptional leader who positively impacts hercompany, the industry at large, and ultimately,patients. PV

From Engineer to Pharma President

I

DECISIVE. COMPASSIONATE.


PATIENTSTITLE: President, Millennium: The Takeda Oncology Company; Head of Global BusinessDevelopment at Takeda Pharmaceutical Company Ltd.

COMPANY: Millennium: The Takeda OncologyCompany

EDUCATION: MBA, Stanford University; M.S., Engineering, MIT; B.S., Engineering, Princeton

FAMILY: Husband, Tom; son, Nikolas; daughters,Sofia and Eleni

HOBBIES: Cooking for family

BUCKET LIST: World travel

ASSOCIATIONS: BIO

SOCIAL MEDIA:

Getting to Know...

Anna Protopapas


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Congratulations, Anna Protopapas on being selected to the PharmaVOICE100.

Takeda employees congratulate Anna Protopapas on being selected to the PharmaVOICE100. Throughout her distinguished career in the

biopharmaceutical industry, Anna has provided leadership and inspiration to countless individuals at Millennium and Takeda. Through her

and integrity that are at the foundation of the entire Takeda organization.

Takeda has an extensive oncology pipeline — among the largest in cancer worldwide — with more than 15 compounds in development for

a broad range of solid and hematological cancers — including multiple candidates targeting seven disease pathways: protein homeostasis,

anti-angiogenesis, growth-signaling inhibition, cell-cycle inhibition, apoptosis, immunomodulators and hormone regulation.

We are dedicated to a strong partnership with the oncology community, and together we can make a dramatic impact

on cancer therapeutics.

Better Health, Brighter Future

Visit us online at TakedaPIC.com

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Commanders & Chiefs

ichael du Toit brings sophisticationand professionalism to his role aspresident of Digitas Health

LifeBrands. Always striving for perfection and known

for exceeding client expectations, Mr. du Toitis an excellent problem-solver who uses inno-vative ideas and approaches to deliver the bestmarketing outcomes for the brands and organ-izations his team supports.

The proof of his impact is in the growthand continued success for both Digitas HealthLifeBrands and Publicis LifeBrands/Medicus.Since joining Digitas Health in 2006, Mr. duToit has been instrumental in growing thecompany’s business from 120 to 600 employ-ees and has increased the company’s revenuefive-fold.

Thanks to his unwavering commitment toacquiring new business, Digitas HealthLifeBrands won 18 accounts in 2013 alone.

Under his leadership and alongside Co-President Alexandra von Plato, Digitas Healthhas been transformed from a small, boutiquedigital agency to one of the industry’s leadingfull-service agencies of record, with an averageannual growth rate of 20% over the past eightyears.

Michael DU TOIT Michael du Toit has a deep understanding of marketing, high energy, enthusiasm, and genuine passion for improving healthcare.

are challenged with; I have never been thesame,” he says.

Next on his professional agenda is to movedigital into the global sphere.

“Our clients are committed to getting bet-ter at planning global and acting local, soshould we,” he says.

Mr. du Toit also possesses two other keyskills often lacking in senior leadership, butcritical to success: openness and candor. He isfearless when difficult situations arise, yet is al-ways willing to listen to all points of view.

He expects his leadership team to show upwith solutions and never problems, and de-mands a high degree of business acumen. Atthe same time, he has a genuine desire to seehis employees thrive. He is always available forguidance, support, or an encouraging word.Mr. du Toit tries to understand and activelysupport the dreams and aspirations of thosearound him.

Whether he is building teams, building re-lationships, or building agencies, his indefati-gable pursuit of excellence and innovation arean inspiration to his clients and his colleagues.

The best advice he has received in his careercame from GlaxoSmithKline’s CEO Bob In-gram: “You never want to sit across the deskfrom someone you had hired and tell them youdo not have a job for them anymore.” PV

Sophistication Meets Candor

MThe growth of the agency has been a true

professional highlight for Mr. du Toit.Even more important than the financial re-

sults, Mr. du Toit says, is the privilege to bearound and learn from his colleagues, whomhe refers to as an amazing group of very smartfriends.

He is a polished presenter, commandingthe room while having a calming effect oneveryone — from colleagues to clients.

Mr. du Toit is at his best in front of cus-tomers, where his focus and natural presenceenable him to effectively challenge the clientto deliver the best marketing outcomes.

During his career, Mr. du Toit has built or-ganizations and client relationships that spanthe globe and has brought cutting-edge solu-tions to major brands.

One of the most defining experiences forhim was being in charge of launching block-buster drugs on the client side at Glaxo-SmithKline.

“As an advertising guy it gave me a real-lifeappreciation and insight into what our clients

INVOLVED. SERVICE-FOCUSED.


FEAR

TITLE: President

COMPANY: Digitas Health LifeBrands, Publicis LifeBrands,Medicus International and Publicis Healthcare

EDUCATION: B. Econ, University of Stellenbosch

FAMILY: Wife; three sons

HOBBIES: Traveling, swimming, golfing

BUCKET LIST: A summer off spent with his wife and sonstraveling and playing golf

AWARDS/HONORS: Clios, Houston Film Festival, Agency ofthe Year

ASSOCIATIONS: National Pharmaceutical Council; BarnesFoundation Corporate Leadership Board; Pharmaceutical Advertising Council, Prescription DrugAdvertising Coalition

SOCIAL MEDIA:

Getting to Know...

Michael du Toit


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n the sterile, often abstract world ofhealthcare, Jim Curtis’ innovative ap-proach and strong leadership have helped

to make healthcare real again — real connec-tions, real stores, and real emotions.

While many in the health media world aremotivated largely by revenue, Mr. Curtis is fo-cused on what is best for patients and care-givers.

Quick to spot consumer trends that res-onate with brands, Mr. Curtis recognized thedesire for inspirational and emotional connec-tions and last year developed Remedy’s tilt toemotional marketing.

Passionate about inspiring patients to en-gage with their health, he drives initiativesaimed at improving healthcare outcomesthrough improved medication compliance andcondition management. And he truly under-stands the patient journey and the challengespeople face as they manage serious medical is-sues, having dealt with his own significanthealth challenges.

He consistently strives to bring a fresh per-spective to business problems, while alwaysdemonstrating value to clients.

For example, he held an event in New Yorkfor clients and a small group from RemedyHealth, where he had real patients talkedabout what is it like to suffer from a chroniccondition and how their needs are far morethan simple treatment information.

As chief revenue officer (CRO), Mr. Curtisis responsible for product strategy and marketpositioning sales, business development andmarketing across all of Remedy HealthMedia’s enterprise and advertising businesses.He has been a major force behind Remedy’stremendous growth, working closely with thetechnology and editorial teams to ensure Rem-edy Health Media is building useful tools andexperiences for users.

Over the past year, he and his team have de-veloped innovative patient-oriented products.One that he is most proud of is Live Bold, LiveNow, a multimedia innovation in the arena ofonline health information. The Live Bold, LiveNow empowerment initiative is a company ini-tiative developed by HealthCentral.com editors,editors of Johns Hopkins Medicine Health After50, and the University of California, Berkeley,Wellness Letter to help millions of patients livetheir best life now. Remedy’s Real Patient Ex-perts, through a multi-media experience and en-gaging content and tools, influence treatmentdecisions and inspire patients to take action.

Jim CURTIS

Jim Curtis encouragescolleagues to find away to connect, forgoing title, seniority, accolades,and accomplishments.

was successfully grown and eventually acquiredby WebMD. He became director of strategicpartnerships at WebMD and played a pivotalrole in driving the company’s growth. He thenjoined the founding team of Everyday Healthwhere he served as VP and general managerand was integral to the company’s expansion to400 employees and huge revenue growth.

On a philanthropic front, Mr. Curtis is astrong supporter of Project Sunshine, a non-profit organization that provides free educa-tional, recreational, and social programs tochildren and families living with medical chal-lenges. He also works with STATE Bags toprovide inspiration to school children in need.The organization was created to address theimmediate needs of American children livingwith challenging — and in some cases critical— circumstances.

“For every bag sold, STATE hand deliversbackpacks to students as part of motivationalrallies that leave children with a renewed senseof self-worth,” Mr. Curtis says. PV

Creating an Emotional Connection

IAnother success story is My MD & Me,

which enables hyper-targeting of conditionsand prescription data via emails from doctorsto their patients. These products are not onlyone-of-a-kind, they are being used by a widerange of global pharma brands.

Rather than leading from ahead or behind,Mr. Curtis leads from beside, coaching, men-toring, and developing talent to enable teammembers to foster ideas that focus on buildinga better work experience for fellow employees,a stronger business partnership for clients, andproducts that are useful for patients.

One recent initiative from Mr. Curtis is theHappiness Revolution; each week he shares aninspirational video, article, Web link, musicvideo, etc. to encourage team members to beintrospective and ask if they are living a happylife. For example, do they enjoy their jobs andwhat they are working on each day? And whatchanges do they need to make to make theirwork the best possible experience?

He eschews the typical marketing speakand PowerPoint slides, motivating his team toinfuse inspirational and relatable stories intotheir presentations and sales pitches. He en-courages his team to create solutions that aredifferentiated, yet valued, and use surprisingcreative concepts that are brilliant in theirsimplicity.

In any situation no matter how critical orchallenging, Mr. Curtis reminds his teammembers of what they have in common witheach other, their clients, and patients: human-ity. He encourages those he leads to find a wayto connect — forgetting title, seniority, acco-lades, and accomplishments — and just bereal.

For his part, Mr. Curtis says he is motivatedby creating something great for his colleaguesand for consumers.

Were he not in the healthcare business, Mr.Curtis says he would enjoy being a businesscoach, working with young entrepreneurialcompanies.

“I am curious by nature and working tomake great ideas come to life is a passion ofmine,” he says. “I also like the service-orientedaspect of coaching.”

Before joining Remedy, Mr. Curtis was partof the founding team at OnHealth.com, which

CREATIVE. PASSIONATE.


PEOPLE

TITLE: Chief Revenue Officer/Chief Advertising Officer

COMPANY: Remedy Health Media

EDUCATION: Whittemore School of Business and Economics,University of New Hampshire

FAMILY: Son, Aidan, 6; four nieces and nephews; two sisters;two brothers-in-law; parents

HOBBIES: Going on summer road trips with his son to visitfriends around the East coast; finding great food around thecountry; business photography

BUCKET LIST: Live in the south of Spain and perfect his Spanish

AWARDS/HONORS: PharmaVOICE 100 2013; MM&M StarAward/MM&M Media Brand of the Year 2014; PM360 Trendsetter; No. 26 Crain’s NY Fastest Growing Company2013

ASSOCIATIONS: Young Entrepreneur Council (YEC), The GuruCollective, 212 interactive, Digital NYC, Upstream Group

TWEET AT: @jimcurtis38

SOCIAL MEDIA:

Getting to Know...

Jim Curtis



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Commanders & Chiefs

Hearing in Orange County, Calif., or sharinghis unique insights with marketers worldwide,he is always fully engaged.

“I am always 100% focused on whatever Iam doing,” he says. “I commit to bringing myfull attention to any situation, whether I amworking on a project for a client at the office orhaving a conversation with friends.”

One of his most valued accomplishmentsincludes being an Ernst & Young Entrepre-neur of the Year nominee in 2012. While hedid not win, he says the introspection beingnominated was highly rewarding and one ofhis all time career highlights.

“While the nomination process requiredme to analyze recent events, it also triggered areflection on my entire body of work that waslong overdue,” Mr. Ribotsky says. “They saythe joy is in the journey, and it helped me ap-preciate where I started and how far I’vecome.”

Mr. Ribotsky has also been a key player inhelping Brandkarma win notable awards suchas Best Self-Promotion Campaign at the 2013Manny Awards, The Global Awards, and Phar-maceutical Marketing Effectiveness Award.

This type of success comes with some sacri-fice, however, and he wishes he could learn tonot think about work 24 hours a day. He saysas a business owner it is very easy to spendevery waking hour perfecting and re-perfect-ing. When your wife is also your business part-ner, this habit intensifies.

“The things that keep our clients up atnight are the same things that keep us up atnight, too,” he says.

That doesn’t stop him from wanting tolaunch a product in which he is a major share-holder. Working to help clients establish suc-cessful brands, which has often resulted inthem receiving staggering returns on their in-vestments, has been extremely rewarding, buthe is eager to experience being in the share-holder seat for a great product, despite therisks involved.

The most valuable business advice he everreceived was to never talk about clients in anunprofessional manner.

“Loose lips sink ships,” he says. “I can re-member a situation a friend told me aboutearly in her career. She was on an airplane withsome co-workers who were gossiping about a

en Ribotsky has the perfect career forsomeone who likes to solve problems.As CEO of Brandkarma, he gets the

opportunity every day to deal with the com-plex challenges and significant obstacles ofpharma marketing.

“Marketing is like a big puzzle,” he says.“It can be incredibly frustrating at times, butthere’s nothing better than the feeling you getwhen you finally put the right pieces to-gether.”

While others might shudder in front of ablank slate, that sort of challenge to think out-side the box energizes Mr. Ribotsky.

“I love building things up from nothing,”he says. “I think I’m the happiest when I’m ina conference room brainstorming new ideasand strategies.”

Which is why he has been successfullyleading pharmaceutical marketing firms formore than two decades.

With an unparalleled understanding of thebusiness and a brain that’s wired for superla-tive strategic thinking, Mr. Ribotsky ensuresthat any strategy is as creative as the creative isstrategic. This type of thinking has createdcoveted brands for clients and nurtures a sym-biotic process that is highly energizing, filledwith fun, and mutually rewarding.

From producing and directing TV com-mercials to launching direct-to-patient cam-paigns and branding new products, he offersclients extensive expertise in pharmaceuticals,biotech, and medical devices, as well as busi-ness, lifestyle, and luxury consumer productsand services.

Whether he’s strategizing with clients be-hind a mirror in a market research center inHouston, raising sales representatives’ spiritsat a launch meeting in Madrid, providing hismarketing and advertising expertise as a mem-ber of the board of Providence Speech and

Ken RIBOTSKY

Ken Ribotsky enjoys tackling the complex daily challenges andsignificant obstacles of pharma marketing.

major client. Someone from the same companywas on that flight. Needless to say, it did notend well for her company or her peers. I’venever forgotten that.”

Mr. Ribotsky is proud to support the Prov-idence Speech and Hearing Center, a non-profit service provider to the speech and hear-ing impaired of Orange County, offering awide-range of speech, hearing and languageservices to adults and children.

“Problems with hearing and speech have amajor impact in early childhood development— and in the long term, the risk of dementia,”he says. “I have personally seen the negative ef-fects of these deficits among my family andfriends over and over again. But they are oftenoverlooked and lack strong supporters.”

His drive to help others is also reflected inhis second career choice: if he could choose adifferent profession, he would go back toschool to become a psychologist/therapist.

“I think I would derive great satisfactionby being able to help people move beyondtheir personal and emotional roadblocks sothey can live more joyfully,” he says. “I wouldalso enjoy helping people achieve their great-est potential, which is something I currentlystrive to do.”

If given the power to be a Super Hero, Mr.Ribotsky shows another side to himself bychoosing to be “Disinfectant Man,” sanitizingeverything he comes into contact with. Onceagain, his creativity knows no bounds. PV

Solving Marketing’s Puzzles

K

ENGAGED. RELIABLE


DESIRETITLE: CEO

COMPANY: Brandkarma LLC

EDUCATION: B.A., New School University

FAMILY: Wife and business partner, Dorene; one daughter

HOBBIES: Painting, reading, continuing education

BUCKET LIST: Live someplace exotic outside of the UnitedStates, more travel, write a book

AWARDS/HONORS: Ernst & Young Entrepreneur of the Year,New Jersey Chapter (nominee); Manny Award 2013 (BestSelf-Promotion Campaign); many Rx Club, Pharma Choice,Med Ad News, Product Management Today, Medical Marketing & Media, and Wed Marketing Associationawards; The Global Awards; Doctor’s Choice Awards

TWEET AT: @kenribotsky

SOCIAL MEDIA:

Getting to Know...

Kenneth (Ken) Ribotsky

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SPECIALIZING IN

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AND AESTHETICS

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Commanders & Chiefs

an Nielsen, president of access and patientsupport for Sonexus Health, has touchedthe lives of tens of thousands — possiblyeven a million — patients over the course

of her career and in her role as an Army nurse.Ms. Nielsen has been instrumental in the drivetoward better patient support services bylaunching hundreds of new products in a widerange of disease states, and by developing pro-grams that have made the delivery of therapymore timely, efficient, and cost-effective, re-sulting in the saving of time and money for pa-tients, manufacturers, healthcare providers,and payers.

In 2011, she brought her passion for patientsto bear in becoming one of the founders ofSonexus Health, where she drew upon her pastexperiences to develop an integrated businessmodel — a career highlight — for the uniqueneeds of specialty product manufacturers.

“My colleagues and I saw a real need forspecialty products and we built access and pa-tient support, distribution services, and a non-commercial pharmacy in one location, con-nected through our technology platform,” shesays. “This is something that had not beendone in the industry before.”

With a strong clinical background in nurs-ing — few people know she received her nurs-ing degree through the U.S. Army — Ms.Nielsen’s business career began in operationalroles where she streamlined processes and re-duced costs. In one position, for example, shereduced daily operating costs for a hospitalthat resulted in a $1.2 million profit.

Before founding Sonexus, Ms. Nielsenserved as VP of clinical services at the LashGroup, where she was responsible for all clini-cal operations, internal and outsourced nursingdepartments, and call center operations.

Today, as division president of SonexusHealth, Ms. Nielsen works hand-in-hand with

Jan NIELSEN

Jan Nielsen is driven by the need to help patients.

has been significant to the pharmaceutical in-dustry. For example, she brings together man-ufacturers and specialty pharmacies in differ-ent ways to create risk-taking initiatives thatdrive value for the patient. This has resulted inpatients obtaining therapy faster, while reduc-ing the cost of patient care.

She participates in numerous walks andruns through the year to support various char-itable organizations. She also volunteers hertime, talent, and resources to support women’sand children’s health.

At the top of her list of interests is her ded-ication to her family, and Ms. Nielsen alwaystakes a few minutes to share the latest adven-tures of her 3-year-old grandson.

Co-workers say Ms. Nielsen is a significantvoice when it comes to making sure highlyburdened patient populations gain access tothe specialty, orphan, and ultra orphan drugsthat can change their lives. She’s a pioneeringspirit — the same spirit that she harnessedwhen growing up on her family’s ranch — afitting representation for today’s healthcareleader and tomorrow’s healthcare solutions. PV

A Passion for Patients

J

both small and large manufacturers of spe-cialty products to custom design programs andservices that give patients access to these oftenlife-changing drugs. These services include re-imbursement, adherence services, complianceand persistency, and free drug distribution.

She is recognized by her colleagues, com-petitors, and customers as an expert and leaderin market access services and takes a consulta-tive approach to help manufacturers solvetough market challenges. For example, reim-bursement services are standard offerings whena manufacturer launches a new specialty drug,however, Ms. Nielsen took a common offeringand using her clinical knowledge she devel-oped a new role: field solutions representative.This person is dedicated to providing directsupport to manufacturers’ field sales represen-tatives by providing them with data about thepractices they are serving.

Ms. Nielsen’s team also developed a hybridbenefits investigation process in which theteam conducts a light benefits verification of apatient’s enrollment and, within hours, triagesthis enrollment to the mandated or preferredspecialty pharmacy (SP) for full benefit verifi-cation. This differentiated solution drives effi-ciencies, reduces any redundancy in servicesbetween the manufacturer and the SP, and getsthe patient on therapy faster.

She and her team also designed andlaunched a rapid therapy initiation programfor an oncology manufacturer in which pa-tients could get a free first dosage of the prod-uct within 48 hours of prescription while wait-ing for prior authorization.

With the goal to get patients on therapy asquickly as possible, this initiative resulted inan 85% uptake, with 75% of the patient basethen moving over to the commercial drug.This concept is now being used with othermanufacturer programs today.

Over and over again, she has proven thebenefit these services bring to patient adher-ence and patient outcomes, as well as productsuccess.

She reminds employees that Sonexus is inthe business for the patient and serving thegreater good for specific populations, not forjust driving profit margins. This mindsetcomplements the overall vision of SonexusHealth, which is to put the patient first and tocollaborate with manufacturers to develop themost appropriate solutions to address patientneeds and market changes.

Her colleagues say Ms. Nielsen’s willing-ness to be innovative and try new approaches

HIGH-ENERGY. FOCUSED.


PATIENTS

TITLE: Division President, Access & Patient Support

COMPANY: Sonexus Health, a Cardinal Health SpecialtySolutions Company

EDUCATION: California Registered Nurse, Critical CareRegistered Nurse (CDRN), Certified Nephrology Nurse(CNN); Master of Health and Public Administration,Belford University; B.S., Business Administration, College of Notre Dame; Associate of Applied Science,Nursing, U.S. Army, Presidio

FAMILY: Husband, Scott; four stepsons, Greg, James,Michael, and Scott; daughter Kayla; three grandchildren

HOBBIES: Gardening, white water rafting, knitting, cycling, hiking, diving

BUCKET LIST: Missionary trip through church to provideservice and education; raft the Colorado River; build agreenhouse

AWARDS/HONORS: Youngest ever hospital administratorin the San Francisco Bay area at El Camino Hospital

ASSOCIATIONS: American Nephrology Nurses Association (ANNA); American Association of CriticalNurses (AACN)

SOCIAL MEDIA:

Getting to Know...

Jan Ellen Nielsen


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Commanders & Chiefs

fter 18 years working for one of theworld’s largest CROs, PRA Interna-tional, James Powers was sure of one

thing: the pharma R&D model was broken. Itwas in retirement that Mr. Powers found anopportunity to make a better way.

Today, he is the CEO of the emerging com-pany HemoShear, which is dedicated to chang-ing the way drugs are discovered and devel-oped by innovating and applying first-in-classhuman translational disease systems to createsafer and more effective therapies for patients.Due in large part to Mr. Powers’ entrepreneur-ial vigor, HemoShear is now collaboratingwith several major pharmaceutical andbiotechnology companies in a number of highprofile drug discovery and safety programs.

Mr. Powers had both great success andhard times while at PRA International. Hejoined the company when it was a niche serv-ices provider with only 13 employees. From1988 to 2006, he was instrumental in thecompany’s global expansion and oncologyfocus, which led to a successful IPO in 2004.His strategy for success was rooted in his be-lief in his employees. No matter how bad a sit-uation might have been during the start-upyears, Mr. Powers would never allow it to fazethose around him or their performance. Hetook on personal risk, including equity loanson his home twice to help make payroll for hisemployees. By the time he retired, PRA hadgrown to a multi-specialty clinical trials man-agement organization with 25 offices andmore than 3,000 employees worldwide.

Yet, despite this success, he repeatedly wit-nessed the “next breakthrough drug” passyears of preclinical testing with positive re-sults, only to flop upon testing in humans.Considering the tremendous amount of time,money, and patient lives that are at stake, Mr.Powers had become convinced that the cur-rent pathway for drug R&D is not sustainable.

Upon leaving PRA, Mr. Powers became anadvisor to the Coulter Translational ResearchPartnership in Biomedical Engineering at theUniversity of Virginia, a $20 million programthat fosters research collaboration betweenbiomedical engineers, scientists, and clini-cians, with the goal of developing new tech-nologies to improve healthcare. It was herethat he met Drs. Brian Wamhoff and BrettBlackman, two university professors who weredetermined to realize the potential of their

Jim POWERSJim Powers is dedicated to changing the future of drug development.

drugs by applying our transformational,human-relevant disease biology platform.”

To achieve this goal, Mr. Powers hasbrought together leaders from various cornersof the life-sciences industry to focus on solvinga large common issue. One of those members,Dr. Robert Ruffolo, recently retired presidentof research and development for Wyeth Phar-maceuticals and corporate senior VP of Wyeth,noted that Mr. Powers has a passion that nevergoes away, and importantly, he doesn’t let thepassion overtake his sense of judgment, whichcommonly occurs in small biotech startups.

Others credit Mr. Powers’ honesty, in-tegrity, modesty, and refreshing personalitythat makes others want to work with him.

According to Mr. Powers, the best advice heever received was from an entrepreneur whofounded one of the world’s leading biotechnol-ogy companies and has a long track record ofsuccess. He told him never to stop searching forinformation and speaking with people to learn.

“If I acquire more knowledge, then I have abetter chance to succeed,” Mr. Powers says. PV

Applying Power to Drug Development

joint research collaboration and apply its valueto new drug discovery. His fellow Coulter ad-visors recommended that the professors seekhis guidance for their startup HemoShear.

In the spring of 2008, Drs. Wamhoff andBlackman invited Mr. Powers to come talk tothem about their innovative transformationaltechnology. They had discovered a technique toaccurately recreate human organ system biol-ogy by applying physiologically relevant hemo-dynamic (blood-flow) forces to primary humancells. Their technology would bridge the ex-treme gap between traditional cell culture andanimal testing methods and human biology; itwould provide predictions of efficacy and safetyin multiple human organ systems and in a widerange of diseases; and it would lead to discoveryof efficacious therapies and significantly reducecostly failures in clinical trials. Mr. Powers wasinvited to serve on HemoShear’s advisory board,and within three months on the board, he be-came CEO. The only person unhappy about hisdecision to re-enter the work force might havebeen his wife, as they had been enjoying retire-ment together for two years.

Within six months, the company had com-pleted its first angel round of financing of$750,000 thanks to the tireless networking ef-forts of Mr. Powers and his team. He believesstrongly in the work and talent of his scien-tists, and he convinced investors through hiscontagious enthusiasm and passion. UnderMr. Powers’ direction, HemoShear has nowraised more than $22 million in private non-venture funding to complement nearly $10million in NIH SBIR funding to date. In thepast several years, the company has receivedSBIR grants from four different NIH insti-tutes. One of these grants, from the NationalHeart Lung & Blood Institute, was the largestever awarded by the institute.

“Although I am proud of my role in grow-ing PRA International, a global CRO, from15 to 3,500 employees and taking it public in2004, I am most proud of our success at He-moShear,” Mr. Powers says. “The pharmaceu-tical industry still lacks an understanding ofdisease mechanisms and drug effects. At He-moShear, we are collaborating with ourpharma partners to discover and develop new

CAN-DO. RELATIONSHIP-BUILDER.


NEED

TITLE: CEO

COMPANY: HemoShear LLC

EDUCATION: B.S., Management Science, Carnegie-Mellon University

FAMILY: Wife, Jennifer; four adult children, Kevin, Caitlin, Carolyn, and Daniel

HOBBIES: Golfing, fitness, sea kayaking, and traveling

BUCKET LIST: Drive a motor home with his wife to the western United States and visit the national parks; travelthroughout Europe, to Belize, play golf in Ireland and Scotland with his sons; study geology

AWARDS/HONORS: Tibbetts Award by the Small Business Administration; awards for business leadership and community involvement in Virginia

PROFESSIONAL ASSOCIATIONS: Virginia BIO; chairman, VirginiaBIO Foundation

SOCIAL MEDIA:

Getting to Know...

James C. Powers

A


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Commanders & Chiefs

ention the name Dr. Richard Gamsto any major decision maker at apharmaceutical company and in-

variably the response will be, “yes, we workedtogether at X company, or Y academic insti-tution.” Or when speaking with key opinionleaders involved with a hematologic malig-nancy indication more often than not Dr.Gams will have trained them.

His knowledge of the cancer treatmentlandscape combined with operational insightsand scientific acumen are unsurpassed.

In the late 1980s, Dr. Gams was senior di-rector of clinical development in oncology atAdria Laboratories (later purchased by Phar-macia and now part of Pfizer), where he wasinstrumental in moving three breast cancerdrugs through to FDA approval and one foracute myelogenous leukemia.

He then founded Prologue Research Inter-national, a successful oncology-specific CROthat was acquired by Novella Clinical after 12years of growth, and which is now part ofNovella’s oncology division.

As chief scientific officer of Novella, Dr.Gams provides therapeutic and indication-specific training, and serves as a medical mon-itor in active support of sites and investigatorsas well as the pharmacovigilance department.As a physician and clinical researcher, he offersvaluable insights into protocol strategy andstudy design for Novella’s customers.

One of Dr. Gams’ previous research inter-ests while at Adria was in Advice Rules. Theseare rules-based systems that interpret clinicalprotocols and produce patient- and visit-spe-cific advice on how to adjust drug doses fortoxicity, which events (such as lab tests or x-rays) are required for a particular visit, responsedetermination, and so on. A randomized trialshowed that use of these advice rules improvedprotocol compliance from 60% to 95%.

Dr. Richard GAMS

Dr. Richard Gams has the innate ability to make the complexappear simple, to be direct but compassionate, and to bringhumor to every situation.

around him by staying calm, demanding ex-cellence, and being logical.

His insights, involvement in the company,passion about patient treatment, and ability tomaster just about anything he takes on — ca-noeing, gourmet cooking, conquering anypiece of technology, etc. — continue to moti-vate and inspire all those who work with him.

Dr. Gams’ compassion extends to all crea-tures, and he and his family are strong sup-porters of the Humane Society due to theirlove of all animals, particularly dogs. PV

Oncology Innovator

MAs a physician, oncologist, and clinical in-

vestigator, he has developed an acute awarenessof what doctors, hospitals, patients, and phar-maceutical researchers need.

Initially under a grant from the NationalCancer Institute, Dr. Gams developed com-puterized expert systems that incorporate theprotocol rules and advise investigatorsprospectively as to the proper course of actionto be taken at every patient visit. An interna-tional network of investigators, who werelinked electronically, participated in these tri-als using these techniques. This resulted in ex-traordinarily high levels of compliance andminimized the invaluable rate, and consider-ably shortened the time necessary to completethe trials. Dr. Gams has made several presen-tations to the FDA concerning this prospectivedata management methodology.

His hope one day is that no one in theworld is denied quality medical care and be-lieves that fundamental research into the biol-ogy and mechanism of disease will one daylead to curative personalized therapies.

One of his most endearing character traitsis his mastery as a story teller combined with awonderful sense of humor.

In fact, he so enjoys sharing insights that hesays he could enjoy working as a journalist,and sharing meaningful information aboutmedicine and society.

And he does all this with an incredible levelof modesty and likability, urging colleagues tojust call him Richard and not doctor.

He believes in handing off knowledge toyounger colleagues, acting as a solid resourceto help them solve problems and generateoriginal ideas. And he seeks to inspire those

DRIVEN. CAREFUL.


DISCOVERY

TITLE: Chief Scientific Officer

COMPANY: Novella Clinical

EDUCATION:M.D., State University of New York,Downstate Medical Center; A.B., Amherst College

FAMILY: Wife, Aileen Hall; sons Robert, David, Michael

HOBBIES: Cooking, writing, camping, photography,chess

BUCKET LIST: Visit all the National Parks, write a novel

AWARDS/HONORS: Academic presentations at FDA;board certification in hematology and medical oncology

ASSOCIATIONS: American Society of Hematology,American Society for Clinical Oncology

SOCIAL MEDIA:

Getting to Know...

Richard Gams, M.D.

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B R A N D N O U R I S H M E N T

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Commanders & Chiefs

passionate innovator and leader in aunique space, Neil Gleghorn has led hiscompany Kallik to become a market

leader in labeling software solutions by com-bining an in-depth knowledge of the marketand a commitment to helping customers.

Mr. Gleghorn is steeped in all aspects ofreal-world labeling and artwork issues and hasa deep familiarity with customer problems.This has enabled him to help companies bemore efficient as well as keep up with theheavily regulated pharma sector’s guidelines.

Mr. Gleghorn had the foresight, more than11 years ago, to identify the need within reg-ulated industries to manage product and la-beling information more effectively, seeingthe struggles customers had with often ineffi-cient workflows. For example, many compa-nies were storing their “final” labeling andpackaging content as artwork files discon-nected from the documents they had ap-proved, so every change meant potentiallystarting from scratch. This is a huge and time-consuming undertaking, requiring approvalsof local translations from every country thecompany operates in. And because changeshappen all the time in the dynamic pharmamarket, it also meant companies were manag-ing labeling manually and were always onestep behind in terms of compliance.

He worked diligently to design, create,and deliver processes and solutions for artworkmanagement and data-driven authoring tomake those challenges radically easier to meet,which Kallik customers agree he has done.

The technology Mr. Gleghorn created al-lows pharmaceutical companies to be agileand flexible while retaining one codebase forall their manifold content change processes.As a result, companies can be both responsiveto market needs while supporting the tightquality controls that life-sciences markets de-mand.

Mr. Gleghorn has always been passionateabout creating and delivering innovative pro-fessional services and software solutions to thelife-sciences industry where zero tolerance torisk is the aspiration when handling businessprocesses related to packaging and labelingprojects.

Perhaps his greatest strength as a visionarybusiness entrepreneur is his consistent beliefin never duplicating existing vendor technol-ogy or ideas in the applications marketplace.

Neil GLEGHORN

Neil Gleghorn is a visionary leader who also has the ability to operationalize his ideas, scale an organization, and deliver great results for his clients.

than 140,000 lives at sea, and the WoodlandTrust, which has planted more than 6 milliontrees in the United Kingdom and works to ed-ucate kids on the importance of woodland andproviding great leisure environments.

And if he weren’t running Kallik he’d picka career designing and building engines, be-cause he loves the precision and challenge oftaking engines apart and rebuilding them. PV

The Art of Labeling Efficiency

Instead, Mr. Gleghorn has always looked toshow global customers a different way to de-liver tangible benefits through alignment andintegration of his business applications withcore ERP, PLM, and other graphic-related,third-party software solutions. He is commit-ted to solutions that are outstanding; indeedhe says he hates solutions that are “nearly goodenough.”

The challenge has always been to condensethe big idea down from 40 slides to three.

“I found that having a long-term involve-ment and deep understanding of a problemand its solution made it difficult to boil downto the key messages, and that’s something I’mstill learning to do,” he says.

He has a vast knowledge and understand-ing of the pharma industry, which he passes onfreely and uses to develop solutions that willhelp achieve efficiency and compliance.

It is Mr. Gleghorn’s very approachable, pos-itive, knowledgeable, and inclusive communi-cation style that really separates him from thefield. He always offers fresh and frank insightson the pharmaceutical market and on the is-sues and drivers that are taking hold, and hepossesses a strong business acumen, whichcomplements his industry knowledge.

Along the way, Kallik has faced down morethan one business or market challenge. How-ever, Mr. Gleghorn was never discouraged; hehad the confidence to know that he was carv-ing out a new path for the industry.

Seeing the Kallik solution operating suc-cessfully in its first customer, and realizingthat the hard work, lost sleep, and financialcommitments were going to pay off made it allworthwhile, he says. He also followed soundadvice from a previous manager who said someparts of business resemble a sword fight, youhave to know when to thrust and when toparry.

Mr. Gleghorn is constantly thinking andinventing, and loves what he does. That rubsoff on everyone at Kallik, which exudes an at-mosphere of enthusiasm and new ideas.

Mr. Gleghorn is also a strong supporter ofthe Royal National Lifeboat Institution — aservice that is staffed by volunteers and fundedby donations and since 1824 has saved more

LOGICAL. COMPETITIVE.DRIVEn TO InnOVATE By

HIMSELF

TITLE: Founder and CEO

COMPANY: Kallik Ltd.

FAMILY: Two sons

HOBBIES: Painting, golfing, traveling

BUCKET LIST: Learn how to fly a glider

AWARDS/HONORS: Oracle Enterprise PLM Partner Excellence Award; Software Entrepreneur of the Year

TWEET AT: @Neil_Gleghorn

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Getting to Know...

Neil David Gleghorn

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SEE MORE SPECIALTIES AT BULLETINHEALTHCARE.COM/MOBILE

Engage physicians where they are today

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T TIES A AT AL LTIES A BULLETINHEAL

THCARE.COMNHEALLTHCARE.COM/MOBILE

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ulatory Compliance in Healthcare. The certifi-cation has equipped team members with com-prehensive knowledge of regulatory compli-ance and demonstrated an extra level ofsecurity and peace of mind when deliveringstrategic and tactical marketing initiatives forclients.

And she’s not stopping there. Ms. Hartleyis focused on propelling Rosetta forward intoleading patient and physician engagement forsome of the world’s largest healthcare brandsacross the entire healthcare continuum.

She has a very clear process for settinggoals, based on advice from a mentor years ago:create a 2x2 grid-list of professional goals andaspirations that are aligned by impact and ef-fort.

“Revised annually, I still use this model toidentify realistic goals that include a mix oflevels of impact and effort,” Ms. Hartley says.

She inspires others through a servant-lead-ership model and ensures her team knows sheis always willing to jump in and help.

“When my team works late on crucial proj-ect deadlines, I am there with them, walkingthe floor and making sure they have every-thing they need, even if that’s just making surethey have food,” she says.

The opportunity to enhance people’s lives isa huge motivator, and Ms. Hartley remindsthose around her of the important role theyplay within the healthcare industry.

Ms. Hartley understands the difficultiesfacing patients as a result of her own healthchallenges.

In 2008, she was diagnosed with multiplesclerosis and as a result the National MS Soci-ety’s work became very important and personalto her. She is an avid supporter of the group’sefforts in providing care to people affected bythe disease and of the work being done to finda cure.

“We do important work in healthcare andwe can’t lose sight of that,” she says.

A strong advocate for women’s initiatives,Ms. Hartley is a founding member of the Pub-licis Viva Women! initiative and the RosettaWomen’s Network.

She is also an advisory board member of theHealthcare Businesswomen’s Association(HBA).

In fact, she is so deeply committed to pro-

Commanders & Chiefs

n 2012, at a pivotal time of growth and ex-pansion for Rosetta, Shannon Hartley waspromoted from her post as managing part-

ner to lead the Healthcare Industry Group, oneof the agency’s largest and most importantteams.

She quickly set the tone for a new era ofgrowth while leading a shift in the agency’s in-dustry positioning around the idea of customerengagement. This led to more than 10 key ac-count wins, the launch of several new pharma-ceutical brands, and a return to near double-digit growth for the agency group.

She took on her current role at a time whenRosetta’s Healthcare Industry Group needed astrong and consistent leader. The agency hadparted ways with eight partner-level teammembers in healthcare in 2011 and was inneed of clearer marketplace differentiation in acompetitive agency landscape. Ms. Hartleyquickly set to work and laid the foundation forthe agency’s long-term success.

She established an outpost in London for akey client, which led to the agency’s 2013opening of Rosetta Europe, as well as theagency’s first healthcare Clio award.

In addition, she worked hard to focus thegroup on next-generation patient and physi-cian engagement and build on the momentumof patient adherence programs and iPad tech-nology to drive relationship marketing andconvention engagement. During this time,Rosetta developed the first iPad app withinthe pharma industry and has driven businessimpact for clients with insight-driven, innova-tive apps, and marketing programs that sup-port selling, internal communications, rela-tionship marketing, and conventionengagement across healthcare.

In February of 2014, Rosetta became thefirst digital agency to achieve full certificationin Internet Promotion and Social Media Reg-

Shannon HARTLEY

Shannon Hartley inspires her team by her willingness to have the hard conversations as needed.

moting professional women that she says oneother profession she would have enjoyed pur-suing is running a nonprofit organization ded-icated to helping adolescent girls develop lead-ership skills.

“We need more strong women as leaders,”she says. “Young girls start to lose confidencein their abilities at the middle school age, andtend to conform to the stereotypical norms. Iwould like to work with a non-profit organi-zation devoted to building entrepreneurialskills and empowering young women to takeon leadership roles.”

She comes from a long line of strongwomen, who have all served as personal inspi-rations.

“My grandmother was a pioneer in adver-tising and went to college at a time when mostwomen didn’t,” she says. “After completingdesign school, my grandmother turned down ajob on Walt Disney’s Snow White, and insteadembarked on her own path to lead the adver-tising group and hand drew fashion ads at adepartment store.” PV

Champion of Customer Engagement

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DRIVEN. PASSIONATE.


COMPETITIONTITLE: Managing Partner, Healthcare Industry Leader

COMPANY: Rosetta

EDUCATION: B.S. Elementary Education, Miami University

FAMILY: Son, Connor, age 13; Golden Doodle, Neutron

HOBBIES: Travel photography; cycling; running

BUCKET LIST: Seeing all Seven Wonders of the Worldwith her son — four down

AWARDS/HONORS: 2011 Publicis Executive DevelopmentProgram; 2005 BMS Award of Distinction – Individual contributions exceeding role and responsibilities; 2005BMS President’s Award – Team member of Forecasting Accuracy and Measurement improvement team; 2004BMS President’s Award – Team leader for the developmentof marketing capability for segmentation and messaging;1997 P&G President’s Club Award, awarded to top salesperformer; 1997 P&G Gold Club Award, awarded to top10% of Customer Business Development; 1996 P&G SilverClub Award, awarded to top 20% of Customer BusinessDevelopment

ASSOCIATIONS: Publicis Viva Women!; Healthcare Businesswomen’s Association; National MS Society,Princeton Junior School; Junior League of GreaterPrinceton

TWEET AT: @shartley01

SOCIAL MEDIA:

Getting to Know...

Shannon Hartley


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Commanders & Chiefs

here can be no conversation aboutcopay without Bob Previdi’s name —and that of his company PSKW —

coming up.As the CEO of PSKW, Mr. Previdi created

the copay industry and he has continued tocontribute to this field through innovativepursuits, especially those geared toward inte-grating technology with copay assistance ini-tiatives. Today, it’s hard to imagine a brandlaunch without a coupon — and that’s all dueto Mr. Previdi.

Always several steps ahead of where thecopay industry currently is, Mr. Previdi looksat where it is going and where it needs to be tokeep up with the ever-changing healthcarelandscape.

Rather than just reacting to trends, hedrives the industry with forward-thinkingprojects geared toward enhancing the physi-cian, pharmacist, and patient experience. Hethrives under the motto: it is better to planthan react.

Mr. Previdi continues to impress colleaguesand peers with his vision and knowledge of thepharmaceutical industry, which is fueled by anentrepreneurial drive. There are many peoplewho talk a good game but few who are capa-ble of executing their vision. From day one,this pioneer has exhibited out-of-the-box

Robert PREVIDI

For Bob Previdi, every challenge is an opportunity to furtheradvance the industry.

tronic medical records (EMR) will provide asignificant breakthrough not just for the in-dustry but for his business as well. EMR, hesays, will provide more efficient channels todeliver PSKW’s products.

His innovative strategies of developing bet-ter ways to respond to the needs of the indus-try and consumers are an inspired vision to theindustry’s future.

Mr. Previdi supports multiple health re-lated charities in their fundraising missions,which all leads back to his company’s missionin supporting patient health and adherence.

He is a strong supporter of the United Serv-ices Organizations and the Red Cross, both ofwhich benefit the country’s active military per-sonnel. PV

King of the Copay

Tthinking to create the foundation for a businessand category that did not exist before hestarted PSKW.

Under his leadership, PSKW’s programshave helped pharmaceutical companies to fur-ther their brands while assisting patients over-come financial barriers to gain access to themedicines that they need.

Mr. Previdi does not look back at what wasaccomplished; rather he looks forward to whatcould be and how to shape innovative solutionsfor patients and the industry.

He is shaping solutions for patients to com-plement the changing atmosphere. He hasbuilt his organization with creative thinkersand detailed managers, for the perfect blend ofstrategic development and flawless executionof client programs.

Mr. Previdi has grown PSKW from a smalloffice with a few employees to a company witha world-class team committed to providing ex-traordinary service.

His leadership and enthusiasm for the busi-ness and industry he helped to create inspireseveryone at PSKW.

All PSKW employees are encouraged tosubmit ideas and innovations that have poten-tial to move the company forward. He hascrafted work teams that truly collaborate forcompanywide benefit, and leads the organiza-tion with a quiet strength that fosters com-mitment at all levels.

Thanks to his visionary leadership, PSKWwas named the fastest and second fastest grow-ing company in NJ in 2010 and 2011.

These recent awards and recognition pointto his tireless efforts to build and sustain amaz-ing client relationships.

Accessible, responsive, open-minded, andflexible Mr. Previdi promotes career momen-tum and satisfaction.

He inspires those around him with combi-nation of prescient vision, organizationalprowess, and a self-effacing demeanor.

In terms of the future, Mr. Previdi says elec-

CREATIVE. FAIR.DRIVEn TO InnOVATE By

NEED

TITLE: Chairman and CEO

COMPANY: PSKW LLC

EDUCATION: B.S., Marketing, Rowan University

HOBBIES: Golf, sports, poker, boating

AWARDS/HONORS: 2013 PM 360 Company of theYear - Supplier/Vendor Trailblazer Award; 2013PharmaVOICE 100; 2012 Inc. Magazine 500Fastest Growing Companies; 2012 Ernst &Young Entrepreneur of the Year; 2012 Phar-maVOICE 100; 2011 Inc. Magazine 500 FastestGrowing Companies; 2011 New Jersey FastestGrowing Companies - Number 2; 2010 New Jer-sey Fastest Growing Companies - Number 1

SOCIAL MEDIA:

Getting to Know...

Robert G. Previdi


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have a sense of humor. “We’ve had an expres-sion at Evoke from day one: We take our workseriously, we don’t take ourselves seriously.”

Mr. Connolly says a critical part of his jobis business continuity, ensuring a greatpipeline, and plenty of the right type of workthat keeps teams motivated.

“Another big part is setting the culture andproviding some entertainment value,” he says.“I think it’s important for people to have funwhile they are at work. Advertising can begrueling at times and you can’t rely on every-one in the company to receive all of their mo-tivation intrinsically; helping to foster a moreenjoyable, light-hearted environment is an im-portant way to complement the intensity.”

Apparently that strategy is effective, sincein 2013 both the New York and the Philadel-phia locations earned “Best Places to Work”awards.

“It shows that our talented employees arefinding Evoke Health a true place to be bothinspired and proud, and I couldn’t be happier,”he says of the honors.

Colleagues say Mr. Connolly has a sincerepassion for shifting the healthcare marketingindustry from what is often viewed as stodgy

Commanders & Chiefs

n just seven years, Evoke Health hasgrown from a two-man shop in a smalloffice off Wall Street to one of the premier

consumer and digital agencies in the business,with offices in New York, Philadelphia, andChicago. The man behind this rise hascourage, conviction, and a willingness to placebig bets on things he believes in. CEO ReidConnolly, a two-time honoree to the Phar-maVOICE 100, has created a culture of excel-lence and innovation that will continue todrive Evoke’s brand success for many moreyears to come. His colleagues call him fearlessand a true leader who embodies inspiration inall he does.

His energy, talent, and ability to turn vi-sion into reality, coupled with his true passionfor healthcare marketing make him a force tobe reckoned with.

Mr. Connelly says others would describehim as passionate or determined, but intensewould be more accurate. Mr. Connolly says heneeds to have high energy to set the right tonefor the agency and to be able to accomplisheverything he has to each day.

“I like to think I am affable,” he says, not-ing that it is part of the company culture to

Reid CONNOLLY

Reid Connolly has created a culture of excellence and

innovation at his agency that includes fun.

and “expected” to emotional, inspirational,and downright sexy — or as sexy as pharmamarketing can get. He challenges his staff tosolve business challenges through bigger ideas,to truly think about the patients the com-pany’s clients serve: who they are, what theyneed, and how a healthcare product or servicecan add value to their lives.

He inspires those around him to constantlythink beyond tactics or the expected and thinkmore about what’s going to be the most benefi-cial to a brand and a customer’s experience. Hisleadership and partnership to the Evoke Healthteam and its clients have been transformative tothe industry and truly set a new standard.

Mr. Connolly claims to be too impulsive toactually maintain a bucket list, and he findsthe quality of most business reading to belacking and often a chore to read. He prefers tofind parallels to business in nonwork-relatedreading.

“You can often find fresher ideas — or atleast enjoy yourself attempting to — readingthings written on topics that focus on otherareas,” he says.

He is looking forward to Evoke Health’s10th anniversary in three years, and hopes tocontinue building on the momentum of thepast seven years.

And word to the wise, Mr. Connolly says hehas a secret talent for remembering all thethings people don’t want him to. PV

Fearless, Driven, and Fun

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AFFABLE. FUN.


EXCELLENCE

TITLE: CEO

COMPANY: Evoke Health

EDUCATION: B.S., Saint Joseph’s University

HOBBIES: Tennis

AWARDS/HONORS: Crain’s Best Places to Work inNYC 2013; Best Places to Work in PA 2013; alsorecognized by DTC Perspectives, TGaS Advisors,MM&M, PharmaVOICE, Horizon InteractiveAwards, Web Awards, and Interactive MediaAwards

TWEET AT: @evokeReid

SOCIAL MEDIA:

Getting to Know...

Reid Connolly


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do your agencies fly in formation?STRATEGIC ALIGNMENT CAN BE EFFORTLESS

When you partner with Huntsworth Health, our talented squadron of best-in-class agencies will combine communications expertise and fly together to help you reach your goals. If you want extraordinary storytelling, compelling content and immersive customer experiences, talk to us today.

Visit our website or call Neil Matheson, Global CEO at 215.867.3010.

HHEALTH.COM

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Commanders & Chiefs

400 to close to 3,000 dynamic and in-formed employees.

Since joining as president, Mr.Singh has led Mundipharma to nineconsecutive quarters of growth, and thecompany recorded 62% growth thispast quarter alone.

As a result of his leadership,Mundipharma is well-positioned toachieve the company’s goal of havingemerging markets contribute 30% oftotal revenue within the next five years,from a starting base of 2%.

The significance of the company’sexpansion is that it not only improvessales, but also importantly increasesmedicine access to patients in emerg-ing markets suffering with severe pain,asthma, and sepsis.

Mr. Singh puts the patient first inevery decision he makes for the organi-

zation and motivates and recognizes the effortsof employees to do the same. He is passionateabout improving healthcare literacy in themarkets in which Mundipharma operates.

Mundipharma is committed to giving backto the community to enhance patients’ lives.To do this, the company partners with patientgroups and other third-party organizations toprovide sustainable support that generatesawareness and delivers meaningful benefits topatient lives. Some of the professional and pa-tient groups the company currently workswith include: International Primary Care Res-piratory Group (IPCRG); European Federa-tion of IASP Chapters (EFIC); European Asso-ciation for Palliative Care (EAPC); PainAlliance Europe (PAE); People with Arthri-tis/Rheumatism in Europe (PARE).

Knowing that each day the company getscloser to building its portfolio through the ad-dition of another treatment to improve pa-tients’ quality of life is a powerful motivatorfor Mr. Singh.

Running a successful company always en-tails some challenges. Mr. Singh says thesehave included navigating the highly compli-cated regulatory landscape across many differ-ent regions, including educating patients,practitioners, and regulators about the numer-ous options for pain treatment.

Mr. Singh has made Mundipharma an ex-

n inspirational and visionary leader,Raman Singh has led Mundipharma tobecome the fastest-growing pharma-

ceutical company in Asia.Mundipharma’s approach is different

from the traditional pharmaceutical busi-ness model. Innovation guides everythingthe company does and as a boutique organi-zation that is built on an entrepreneurialspirit, Mundipharma develops partnershipswith a wide range of pharmaceutical andbiotech companies around Europe and therest of the world. Built on a network model,each company is responsible for commercial-izing and launching products within its ownmarket.

In 2011, Mundipharma was present in justfive of the emerging markets; today that figurehas more than trebled to cover six continents,including most of Asia, as well as many coun-tries in Latin America and in the Middle Eastand Africa.

An industry veteran, Mr. Singh leadsMundipharma’s emerging markets businesswith a breadth of experience in driving globalexpansion efforts gained from senior commer-cial positions within international pharmaceu-tical businesses, including GlaxoSmithKline,Abbott, and Bayer.

Adept at building talent, Mr. Singh hasoverseen an increase in commercial staff from

Raman SINGH

citing place to work while managing to growthe prescription and the OTC business at thesame time.

His one-to-one coaching sessions with theMundipharma leadership team and promotionof a fully supported training program for thebest employees across the company have addedto the strength of the team.

He believes in surrounding himself withstrong people and taking care of them.

Leading by example and treating others theway he would want to be treated is the bestway to inspire, Mr. Singh maintains.

“I make a point of spending more than 90%of my time in the market, keeping a hands-onapproach, and driving our spirit of care andgrowth throughout the regions,” he says. “Bycaring for all who work for Mundipharma, pro-viding opportunities for individual input, andlistening to those voices, we promote the en-trepreneurial spirit that pervades the com-pany.”

In all of his leadership teams’ offices there isa framed quote from Winston Churchill:“never, never, give up.”

“This is a personal message to each individ-ual and also a spur to keep on working as ateam,” Mr. Singh says.

He adds that Mundipharma thrives on allof its employees wanting to improve patients’lives and motivating those around them inturn. PV

A Vision for Care

INCLUSIVE. ENERGETIC.


PATIENTS

TITLE: President, Asia Pacific, Latin America, Middle East, Africa

COMPANY: Mundipharma

EDUCATION: Master’s in International Management; MBA, Thunderbird, the AmericanSchool of International Management; B.S., Mechanical Engineering

FAMILY:Married; two children

HOBBIES: Running

Getting to Know...

Raman Singh

Raman Singh takes a distinctly hands-on approach to growing thebusiness and has a dynamic view of the fast-evolving healthcarelandscape.

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Commanders & Chiefs

Dr. Jean-Pierre WERY

he healthcare industry faces adilemma. On one hand, the cost of cre-ating new drugs keeps increasing, and

on the other the desire to achieve a personal-ized medicine paradigm means targeting avery specific sub-population of patients,which in turn means reduced revenue poten-tial for specialty drugs. The only way to solvethis daunting situation is to radically improvethe efficiency of the drug discovery and devel-opment processes.

Jean-Pierre Wery, Ph.D., has come up witha highly innovative way to achieve this goal bycreating cutting-edge translational scienceplatforms for oncology and metabolic diseasesto increase the efficiency and precision withwhich an optimized compound can be identi-fied for further development.

Founded in 2006, Crown Bioscience hasdeveloped comprehensive drug discovery serv-ices and unique portfolio of models for bothoncology and metabolic diseases that enableclients to significantly accelerate and improvethe quality of their decision-making processabout which candidates to move into theclinic.

According to Dr. Wery, the many failures,in particular those in Phase II clinical trials, arethe key to the high cost of the discovery anddevelopment process.

In response, Dr. Wery has applied innova-tion and expertise to address this challenge,identifying that many clinical candidates thatlook promising fail to show any significant ac-tivity in a clinical trial. Moreover, the notion isthat a number of these clinical candidatescould actually become a successful drug, butthere is simply not enough knowledge to cor-

covery continues to rapidly evolve, there is agrowing desire to screen candidates earlierwith more patient-relevant disease models.We believe that through using models thatmore closely reflect the patient situation in theclinic, we can significantly accelerate ourclients’ research programs by helping themmake better informed decisions about whichcompounds to progress into clinical trials.”

Making the transition from science to man-agement and business can be a challenge, butDr. Wery has achieved great success. This is ev-ident in the many strong partnerships he hasformed and the teams he empowers. He in-spires others by believing in them, listening,sharing, and respecting various points of view.

He sees the value of developing an interna-tional presence and global offerings to clients,and as such seeks partnerships and strategicbusiness acquisitions that will benefit thewider industry. Under his leadership, Crownhas acquired companies in Europe and Asia.

In addition to maintaining Crown’s stronggrowth, Dr. Wery’s next goal is to take thecompany to an initial public offering.

Despite having operations all over theworld, Dr. Wery stays in touch no matter whattime zone and supports all functions world-wide.

He has a great sense of humor and enor-mous patience, which prove to be very valu-able when interacting within a multi-culturalenvironment. PV

Found in Translationrectly handle the clinical development of suchcompounds. This particular problem, the in-ability to translate great preclinical discoveriesinto clinical successes has been termed a trans-lational problem, and the field of research thathas been established to tackle this problem hasbeen named translational science.

To have a true impact on the overall drugindustry, Dr. Wery has been acutely aware thatthese discoveries and insights have to be vali-dated, engineered, and transformed into a cost-effective, industrial strength research platformthat can be accessed by many companies.

Dr. Wery started to develop Crown’s oncol-ogy platform in 2008 and its metabolic dis-eases platform in 2010. Thus far, Crown’stranslational platform has been used by morethan 300 companies and research institutionsworldwide.

Dr. Wery has also made a big impact in theapplication of the cornerstones of Crown’s on-cology translational platform: novel animalmodels called patient-derived xenograft (orPDX). These models are created by inserting afragment of a fresh human tumor into an im-munodeficient mouse.

Under certain circumstances, the humantumor will grow and the model can be main-tained over several generations. Such modelshave been shown to be extremely predictive onhow a human tumor will react to a given treat-ment. Dr. Wery has guided Crown to build theworld’s largest and best characterized collec-tion of such PDX models, encompassing manycancer types.

The company reached a landmark point inApril 2014, passing the 1,000 model mark inits PDX collection for oncology drug discov-ery. Such a comprehensive and diverse collec-tion of well-characterized models offers phar-maceutical and biotech partners a unique toolto improve the selection and developmentpath for promising clinical candidates. Sinceeach model represents a given patient, it is pos-sible to use these models to simulate a humanPhase II clinical trial.

“Passing the 1,000 model mark is a signif-icant milestone in our mission to deliver thegold standard in well-characterized modelsand services to help reduce the attrition rate ofcandidate compounds in the clinic, before theyenter the clinic,” Dr. Wery says. “As drug dis-


PATIENTS

TITLE: President

COMPANY: Crown Bioscience Inc.

EDUCATION: Ph.D., University of Liege, Belgium;PostDoc, Purdue University

FAMILY: Married; two children

HOBBIES: Reading, traveling

BUCKET LIST: Cage-diving with great whitesharks

Getting to Know...

Jean-Pierre Wery, Ph.D.

T

GLOBAL-FO

CUSED

.

PATIENT-FOCUSED.

Dr. Jean-Pierre Wery is committed to providing customers with fast and precise results across the entire drug development spectrum.


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Tim FRANK

im Frank has no desire to be invisible,and so he puts considerable effort intobeing transparent. The managing part-

ner at Triple Threat Communications is so fo-cused on being genuine and authentic that theidea of being invisible, even in response to alight-hearted question, is abhorrent.

“I wouldn’t want to be invisible, because Iwant to be a part of wherever I am at the mo-ment,” he says. “Invisible is not genuine, al-though I guess you could argue that it is trans-parent.”

The industry leader founded Triple ThreatCommunications in 2005,

Tim Frank believes the timehas come for agencies tofocus more on clients’ bestinterests instead of theirown.

“I don’t believe career highlights are meas-ured in percentages of growth or numbers ofemployees,” he says. “I believe they are meas-ured by the people you meet and the impactyou have on them.”

Creating a culture that is genuine andtransparent to everyone who comes in contactwith the agency is also a major challenge, butone he will never stop striving to meet.

As others experience Mr. Frank’s way ofdoing business, they begin to duplicate it intheir own organizations, which has been Mr.Frank’s ultimate goal. He hopes to not onlybring success to Triple Threat, but to also changethe expectations that clients industrywide havefor their agencies and vice versa. According toMr. Frank, most agencies have their own best in-terests at the forefront of what they do.

“The best people in the agencies move upwithin the organization and get further awayfrom working with clients and positively im-pacting the client’s business,” he says “In short,they wake up thinking about the agency, whiletheir clients wake up thinking about theirbrands. The current model is broken by thismajor disconnect.”

His unique and inspiring vision for how atruly effective agency partners with its clientsand the relentless energy he devotes to hisclients not only provides them with a differ-ent customer experience and results, but con-tinually inspires and motivates his colleaguesand employees. As a result, everyone involvedexperiences a true partnership. This is howMr. Frank and his un-agency plan to continue— business as un-usual, making the success ofits clients the ultimate measure of their ownsuccess. PV

Mending a Broken Model

Tas a nontraditional agency that puts its clientsand their brands first.

As head of an agency unencumbered byrigid process and layers, Mr. Frank puts a pre-mium on relationships and flexibility, keepingthe agency’s focus on whatever is best for itsclients and their brands. He firmly believesthat if this is done well, then everything elsewill fall into place.

Over the past 12 years, Mr. Frank has beenable to forge highly effective working relation-ships between professional, consumer/patient,and payer communications teams at agenciesand clients. His vision and skills have pro-duced uniquely effective programs involvingall three stakeholder groups on brands such asAltace, Symbicort, and Crestor.

Possessing an uncanny sense of the dynam-ics working within the different groups in thisspace, he has been able to eliminate the turfbattles and resulting silos that clients andagencies often get stuck in.

According to colleagues, Mr. Frank has seta new standard of leadership in the industry.His style is not razzle-dazzle, but rather he em-bodies truth in advertising and acknowledgeslimits and what can realistically be offered toclients.

He created a different model, with a differ-ent kind of agency-client relationship that re-quires a deeper level of engagement. He callsit the un-agency approach and based thefirm’s self-promotion on that premise.

To achieve this deeper level of engage-ment, Triple Threat’s model is based onteam members serving as integrated mem-

bers of the client’s brand team. Clients re-port that Triple Threat team members knowtheir brands and challenges as well as they do.They live and breathe strategy and tactics withclients, day in and day out. This client/agencyrelationship is based on transparency, authen-ticity, openness, and a commitment to thebrand. Not surprisingly, clients say, this createsbetter outcomes because Triple Threat’s modelencourages all the agencies to work together,creating better results in terms of the thinkingand creativity that come from the collabora-tion.

Starting his own business was definitely acareer highlight, but Mr. Frank prefers to focuson the relationships that he has built along theway as the most rewarding part of what hedoes.


NEED

TITLE: Managing Partner

COMPANY: Triple Threat Communications LLC

EDUCATION: B.S., Miami University of Ohio

FAMILY: Wife, Joni; two sons, Noah, 14, Nate, 11

HOBBIES: Spending time with family, golfing,fishing, horseback riding, reading

BUCKET LIST: Take a trip to Ireland; catch a tarponon a fly rod; scuba dive in the Galapagos; playAugusta National; take an acting class; go on a safari in South Africa

SOCIAL MEDIA:

Getting to Know...

Timothy C. Frank

GENUINE. TRANSPARENT.



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Learn more about our UNconventional approach.

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Commanders & Chiefs

maintains, and marketing needs to support pa-tients holistically, beyond making treatmentdecisions.

Others take their cues from his insightsinto how the patient journey influences recep-tivity to various types of information and edu-cation, the importance of consumerizinghealth information, and an over-riding beliefthat marketing needs to add value to the pa-tient; it’s not about interrupting or grabbingattention, it’s about helping patients makebetter decisions about all aspects of their lives.

So while consumers want their healthqueries answered with quality, medically accu-rate content, they also want to be engaged andinspired with narrative or feel connected andsupported by other people like them.

In 2013, Mr. McNally launched PublicisHealth Media, making it the first health andwellness media agency of its kind to fusemedia into a specialized health and wellnesspractice. Before that, Mr. McNally launchedand led the media practice of Digitas Health.

Under his leadership, the company has se-cured media agency of record status with anumber of pharmaceutical companies and hasintroduced some of the most innovative pro-grams in the space today.

Through his leadership, he is disruptingcurrent thinking so pharma clients can bemore prepared to lead and win in today’s com-plex and rapidly changing marketplace. Andhe inspires his team to achieve great things.

He maintains that media is becoming theepicenter of marketing. While in the pastmedia was the after-thought — the TV spotwould be shot, the print ad would be finalized,and the account lead would walk downstairs tothe media team and say, “where are we goingto place this?” — today media needs to be thefirst thought.

“As marketers we need to understand howour customers are engaging with channels andhow and where we are eventually going toshow up,” he says. “Therefore, as media per-meates into agencies, I would like to continueto expand my purview across brands and ge-ographies.”

There came a point in his career where Iwas being promoted to lead his peer set.

“I went from being one of the crew on thefloor to leading the team,” he says. “I had to

ith insight and enthusiasm MattMcNally has been instrumental inhelping the pharmaceutical industry

adapt and evolve to a rapidly changing mediaenvironment.

Mr. McNally and his team at PublicisHealth Media have been creating an approachto media that moves beyond the banner, focus-ing on educating patients through theirhealthcare journey, and connecting them withtreatments that move them from diagnosis tosolving their healthcare issues.

He has the ability to make both media andpharma easy to understand, and always pusheshimself and others to think beyond the obvi-ous and look for unique ways to reach audi-ences that resonate with them and engagethem.

Mr. McNally has guided clients and mediapartners to focus on communicating and con-necting with consumers where they are andwhen they need health information. His per-sonal and human approach and passion havecontributed to his and his agency’s fast andsubstantial growth.

Mr. McNally has also proactively reachedout to the emerging media companies to helpthem learn about the specific constraintspharma faces in the digital and emergingmedia space. He then partners with the mediacompanies to help them find win-win situa-tions that help both Publicis and the mediapartner grow their businesses.

He understands that it’s not just about hav-ing big ideas, but being able to drive sales andsurpass KPIs. Countless brands have benefitedfrom Mr. McNally’s ability to navigate the del-icate balance of analytics and creativity. Hechallenges conventional wisdom to creategreat products that push his clients furtherinto the future.

Diseases don’t define people, Mr. McNally

Matt MCNALLY

Matt McNally is a visionary leader in the new media space,engaging individuals within the healthcare marketplace.

strike the balance between friendship andleadership. It took time. However, I had greatcoaching and mentorship to get me there. Thishas made coaching and leading a passion ofmine.”

He learned early on from one of his leadersthe difference between a job and a career, andthat to build a career it’s important to put thetime and dedication into it, versus simply look-ing at work as somewhere to be from 9 to 5.

His management style impacts the per-formance of his teams and the individuals heworks with. He brings passion to work everyday, always showing up and always engaged,and in so doing inspires others. And Mr. Mc-Nally challenges his team to be brave and bringnew ideas to the agency, push clients out oftheir comfort zone, and be honest with one an-other.

Leading Publicis Health Media is thehighlight of his career, and he feels very fortu-nate to be able to live in Philadelphia andwork with world-class talent on worldclassbrands.

“I feel blessed to walk into the elevator everymorning and to be part of something so spe-cial,” he says. “We have experienced fantasticgrowth and we are known worldwide for ourthought leadership, passion, and innovation.”

He is involved with Big Brothers and BigSisters of Southeastern Pennsylvania, helpingfrom a media and marketing perspective.

“They do amazing things for young peoplein our area and teach ‘Bigs’ to be great men-tors,” Mr. McNally says. PV

Delivering Ideas of Purpose

PERSONABLE. DRIVEN.


COMPETITIONTITLE: President

COMPANY: Publicis Health Media

EDUCATION: B.S., University of Delaware

FAMILY: Partner, Ralph Bassett

HOBBIES: Running, weekend trips to his house in Rehoboth Beach, and traveling, especially to Key West

BUCKET LIST: Two weeks in Bora Bora, where he can paddle board in crystal clear water and relax; and complete Kona Ironman, once he finds time to train

ASSOCIATIONS: Philadelphia Interactive Marketing Association, founding board member; Google Health Advisory Board

TWEET AT: @MattMcNally4

SOCIAL MEDIA:

Getting to Know...

Matt McNally

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Commanders & Chiefs

Sydney RUBIN

peed, intelligence, and street smarts areall attributes that describe SydneyRubin. A highly regarded communica-

tions professional, Ms. Rubin’s expertise spansdecades working across the journalism, client,and agency sectors. There are many formerjournalists plying the public relations trade,but few have made the transition as success-fully and seamlessly as Ms. Rubin.

Ms. Rubin began leveraging content formarketing long before content marketing be-came “the thing.” She understand the power ofthe story to position a company and establish itsreputation; and she knows how to tell that storyin a way that can be dramatic, poignant, or hu-morous, and always compelling.

Ms. Rubin started her career as an associateproducer at WNET TV in New York, thenwent on to become a foreign correspondent, in-cluding working in Paris and London for TheAssociated Press. A career highlight was thefour months she spent in Prague covering theVelvet Revolution in then-Czechoslovakia..

After returning to the United States, Ms.Rubin began a public relations career, estab-lishing her own agency, Ignition StrategicCommunications, in Washington, D.C.,which she eventually sold to Chandler ChiccoCompanies. At Chandler Chicco she con-ducted popular classes for agency staff on writ-ing, storytelling, and public relations.

Most recently, she took on the huge job ofchief communications officer for inVentivHealth, establishing a corporate communica-tions practice for the parent company, with its13,000-plus employees, three divisions, and21 individual companies. Ms. Rubin’s missionhas been to oversee the communications strat-egy that is taking the company from a holdingcompany of 21 businesses to a global operatingcompany with a reputation for excellence.

Her methodical, inclusive, and leadership-driven approach to quickly bring a solution to

Sydney Rubin knows how to tell a story in a way that can bedramatic, poignant, or humorous, but always compelling.

Whether working with a young professionaljust entering the business or a peer who runscommunications at the business level, she goesabove and beyond in helping them learn theindustry and take on new challenges.

She creates an environment that empowerspeople to stretch beyond what they think theycan do and to not be afraid to fail. She encour-ages curiosity, experimentation and, above all,fun. She also shares what she is passionate about,beautiful language and a love for writing.

She shares her talents beyond inVentiv andremains loyal to clients beyond the end of acontract. One of her past clients was the GlobalAlliance for TB Drug Development, and sinceworking with the organization Ms. Rubin hasbecome a champion for its work. Every year,1.4 million people die from tuberculosis, yet nonew drug has been developed in 50 years. TheTB Alliance was created to take on the task.

“It is a brilliant example of the public andprivate sector partnering to more quicklybridge the gap between market opportunitiesand public health needs,” Ms. Rubin says. “Itwas an honor to work with them.” PV

Weaving a Compelling StoryinVentiv Health is inspiring. Within six weeks,she had clearly outlined the value to the busi-ness in deploying a quick and scalable solutionto enhance collaboration through internal com-munications. She designed and oversaw the de-velopment of an enterprisewide intranet pro-viding the first social platform on whichemployees could meet, share best practices,learn about other companies within inVentiv,and discover opportunities to work together onbusiness development and client projects.

With a small staff of just three people, sheconducted message development for each of in-Ventiv Health’s 21 businesses that not only pro-duced great stories for marketing communica-tions, but also yielded a unique market positionfor inVentiv Health. Meanwhile, she embarkedon an external communications campaign thatincreased corporate advertising by 100%.

With extraordinary skill in crisis communi-cations and litigation support, Ms. Rubin wasa vital weapon for Adheris Health, part of in-Ventiv Health’s Patient Outcomes Division,when it filed suit against the U.S. governmentover unexpected changes to the HIPAA privacyregulation that put the business at stake. Ad-heris was seeking an injunction to prevent en-forcement of the regulation relating to pre-scription refill reminders. In pursuing thelitigation, Adheris hoped that HHS wouldissue much-needed guidance indicating that itsintent was not to end adherence programs thatsave lives. Ms. Rubin understood that the law-suit not only could prevent a negative impacton the business, but also on patient care and ad-herence programs, which are more importantthan ever under the Affordable Care Act.

Due in part to the sophisticated strategyshe developed around the legal communica-tions, the government very quickly — in just15 days — issued the guidance Adheris hadbeen seeking for more than six months. Thepublicity was exactly what was required, andresulted in gratitude from pharmacy partners,pharmaceutical clients, and patients whowould continue to benefit from reminders tostay on their medication.

Her innate communications ability, highenergy, and wise and humorous guidance in-spire enthusiasm in everyone with whom sheworks. While she has been a lifelong commu-nicator, her true passion lies in helping trainand develop the next generation of communi-cation specialists in the healthcare sector.

Ms. Rubin always finds the time to helpher team members grow their careers.


CURIOSITY

TITLE: Chief Communications Officer

COMPANY: inVentiv Health Inc.

EDUCATION: M.S., Journalism, Columbia University; B.S.,Communications, University of Texas

FAMILY: Son, 23

HOBBIES: Reading, French, kayaking, yoga, traveling

BUCKET LIST: Teach and apply her skills in volunteering orworking with an NGO, perhaps in Francophone, WestAfrica

AWARDS/HONORS: Multiple Silver Anvils, including awardsfor raising capital, for integrated communications, for investor relations and for crisis communications; PRNewsPlatinum Award for crisis communications; Gold QuillAwards for essay in Newsweek magazine and The Washington Post; 13 awards, including Magnum OpusAward from Content Marketing Institute, SABRE Awardand PRSA Big Apple for Crohn’s Advocate Magazine; Overseas Press Club Award as part of the AP Moscow Bureau for coverage of a massive earthquake in Armenia

TWEET AT: @Sydneyin140

SOCIAL MEDIA:

Getting to Know...

Sydney Rubin

CURIOUS. GENEROUS.

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Commanders & Chiefs

He never ceases to amaze his partners andco-workers with crystal-clear situational as-sessments and strategic brilliance. Wheneverybody is struggling to see where to go, Mr.Wood will be the one who grabs the felt penand clearly draws out options, enabling his col-leagues to identify a way.

A truly entrepreneurial spirit, Mr. Woodwalks the walk every day. He is always think-ing about how to make the industry work bet-ter, and then executing on the best ideas. He isnot constrained by convention, fear of failure,or countervailing forces, whether conceiving anew business model, or executing a never-be-fore-attempted marketing strategy.

Throughout his career, Mr. Wood has chal-lenged convention around pricing strategies,advertising channels, patient education, andphysician engagement models.

He is a tenacious negotiator, with a passionfor big ideas and an attitude that makes almostanything seem possible.

Mr. Wood began his career working forBiogen on the forecasting team, supportingthe launch of Avonex, and even then his busi-ness acumen and vision for success was clearand impressive.

During his time at EMD Serono, he led thelaunch of Rebif, which is approved for thetreatment of multiple sclerosis and was in-strumental in creating an in-house patientcare center.

He also worked for Novartis on a new MSproduct launch, where he led global pipelinedecisions and prepped multiple markets forthe introduction of an oral MS medication.

Next on his list of goals to accomplish forSnow is to grow the company’s video business;expand the business into other health-relatedcategories, such as nutraceuticals; and developa syndicated TV show for patients.

Working is Mr. Wood’s hobby and passion,and beyond Snow, he explores and invests inother entrepreneurial projects such as a videoproduction company; software development; avideo game company; and a social health net-work, WhatNext.com, that has been describedas the LinkedIn of healthcare. As an advisor forWhatNext, he helps the organization buildcollaborative relationships with life-sciencescompanies, develop new and innovative pa-tient-centric advertising campaigns, and builda unique patient-support experience.

A trusted advisor and strategic partner tomany biotech and pharmaceutical companies,Mr. Wood’s intuitive vision and humble pres-ence instill confidence and offer support to

great strategist, Corbin Wood has arenowned track record for bringing pa-tient-focused programs to the life-sci-

ences industry. He has vision to see the big picture, he has

the talent and skills to make the vision cometo fruition, and he has the courage to take riskswhen others would play it safe.

Under Mr. Wood’s leadership, Snow Com-panies is now global, offering engaging expe-riences to help support, educate, and empowerpeople living with chronic illnesses.

As chief operating officer, Mr. Wood hasbeen instrumental in growing Snow Compa-nies to one of the largest independent patient-focused agencies in the country, with an im-pressive roster of 50-plus brands as clients.

Mr. Wood jointly developed one of the firstFDA-compliant patient ambassador programsin the United States, and expanded Snow’sunique approach to patient engagementthroughout Europe.

Together with his business partner andSnow Companies founder Brenda Snow, Mr.Corbin created a category that did not exist 10years ago in the pharmaceutical industry —one that harnesses the power of real patient ex-periences and helps companies educate andmotivate action in the patient communitiesthey serve.

The Patient Ambassador platform, de-ployed by numerous biotech and pharmaceuti-cal companies in partnership with the SnowCompanies, helped pave the way for authenticpatient-to-patient communications.

His ability to see trends in data enables himto use that information to balance the voice ofbusiness and economics with the needs of pa-tients to connect, share their stories, and sup-port one another.

Corbin WOOD

marketers who are challenged with communi-cating to their target audiences.

He is a leader who instills confidence in hiscolleagues and a mentor who encourages inde-pendence, offering support when needed, anda great ability to inspire and instill confidencein people. He encourages autonomy and re-wards risk taking, reminding others that mis-takes lead to better learning.

Inspiration for Mr. Wood comes from thepatients and hearing the stories about the pro-grams that connect people, educate them, andmake a profound difference in their lives.

Beyond Snow, Mr. Wood is a strong sup-porter of Patient Assist VI, which provides freeand reduced prescription medications to thepeople of the U.S. Virgin Islands; these pa-tients are often overlooked or excluded fromtraditional pharmaceutical patient-assistanceprograms.

He also supports Eat Healthy Foundation,which provides nutritional supplements tochildren in India. PV

A Wealth of Ideas

PERSISTENT. STRATEGIC.


COMPETITION

TITLE: Chief Operating Officer

COMPANY: Snow Companies

EDUCATION:MPH Healthcare Policy, Emory University;MBA Marketing, Emory University; B.A., Biology, UCSanta Barbara

FAMILY:Wife, Kendra; daughters, Sloan, 11, Kylee, 11,Emerson, 5; son Chase, 9

HOBBIES: Work

AWARDS/HONORS: 2011 Pfizer Golden Horse Award forSnow’s outstanding contribution to the business; 2011MM&M Best Treatment Attitudes & Best Social/ Environmental Factors for the MSLifeLines SupportProgram for Rebif; 2012 MM&M Awards Best Use of Social Media Snow’s Management of the Epilepsy Advocate program; 2012 MarCom Award Snow’s “MyMultiple Myeloma” local patient outreach programswere recognized with a Gold award for outstandingcreative achievement; three Tellys for patient videosfor Multiple Myeloma in the African American Community for Non-broadcast Productions, Healthand Wellness, “Meet Sebastian” a testimonial video forOnline Commercial, Pharmaceuticals, and Courage

TWEET AT: @cdubya

SOCIAL MEDIA:

Getting to Know...

Corbin Wood

Corbin Wood leads by example and exudes strength and confidenceas he consistently delivers innovation and vision to the biotech andpharmaceutical world.

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Commanders & Chiefs

Tracy FOSTER

ver the past two decades, Tracy Fosterhas built a reputation as an expert inthe field of patient services programs

— ranging from copay and patient assistanceto adherence.

As president of Lash Group, she has built aculture of always putting patients first. Thismeans developing and implementing the mostefficient and innovative programs to ensurethat patients can begin life-changing and evenlife-saving therapies as quickly as possible.

The work that Lash Group does to supportpatients is considered by her teams to be sec-ond to none. Under Ms. Foster’s leadership theorganization helps patients obtain reimburse-ment from insurers for their needed medicinesor patient-assistance support for low-incomepatients without insurance.

She understands patients’ needs and theneeds of her pharmaceutical customers and hastailored a successful business model addressingboth.

She is active on the national stage of health-care in interpreting the Affordable Care Actfor pharmaceutical manufacturers and devel-oping solutions to ensure patients have accessto their products.

Healthcare is always changing and at arapid pace, and Ms. Foster’s innovative way ofthinking about new copay and patient assis-tance solutions, including clinical nursing andadherence services, allows the Lash Group tokeep supporting patients to maximize ongo-ing continuity of care.

Her extensive knowledge and expertise inthis dynamic field provide all those she leadswith the confidence to successfully navigateindustry change and challenges.

Her passion for Lash’s mission is apparentin the questions she asks, her quick response toroadblocks, the people she engages, and heremphatic messages reminding associates of thecompany’s vision and values.

Ms. Foster’s collaborative leadership stylehas been an important contributor to thegrowth of Lash Group from 30 associates whenshe joined the company’s Charlotte, N.C., of-fice in 1996, to 3,000 associates today.

“The shifting dynamics facing our industryrequires associates to think and work differ-

Tracy Foster brings unsurpassed knowledgeabout patient support services to her team.

tinued innovation, along with efficient health-care delivery, are appropriately rewarded andencouraged,” Ms. Foster says.

She leads in a humble, heartfelt, and gen-uine manner, making anyone and everyone feelrespected, comfortable, and cared for, all whileeffortlessly sharing her knowledge and expert-ise with clients, providers, and advocates. Andwhile she makes sure the focus remains on thepatient, she also believes the workplace mustbe fun.

Culture matters to Ms. Foster, who says as anemployee, it is important to seek out a companyculture that aligns with one’s personal valuesand goals, and as a leader, the priority must beto nurture a culture of aligned goals and values.

“Throughout my career I have worked toprovide a culture that is patient-centric; pro-motes core values like collaboration, innovation,and accountability; encourages fun; ensures in-tegrity; and rewards performance,” she says.

Outside of work, Ms. Foster is committedto the public school in her area.

“My parents were both career educators inthe public school system,” she says. “I’m ex-tremely proud of their service and their impacton students and the community. I believe ourlocal teachers and administrators need and de-serve our support.” PV

Passion for Helping Patients

ently,” she says. “Given the rapid rate ofchange, it can be challenging to recruit and re-tain talented associates who embrace thatchange. At Lash Group, we’ve made consider-able investments in associate engagement,training, and quality improvement programs.As a result, our associates not only have theskills required for today, but they are also fullyprepared to thrive as the next wave of changeimpacts our business. Although we’ve con-stantly evolved our recruitment and associatedevelopment programs, one thing has re-mained constant since I joined Lash Group 20years ago, and that is our associates’ commit-ment to the patient. In everything we do, wetake a patient-centric approach. This focus onthe patient has served us well, and I believe itwill continue to be a key to our success foryears to come.”

She recognizes and respects each associatefor his or her contribution to the business, butalso to patients’ lives.

“My hope is that patients will continue tobenefit from a market landscape where incen-tives are aligned to ensure that value and con-


PATIENTS

TITLE: President

COMPANY: Lash Group

EDUCATION: MSA, University of Michigan Collegeof Engineering; MBA, University of Virginia Darden School

FAMILY: Husband, Allan; daughter, Maclaren, 11;son, Angus, 8

HOBBIES: Photography, house renovating, reading, exploring the NC Mountains, walkingthe wieners

BUCKET LIST: Write a screenplay with her sister; travel to Alaska with her family; class VIwhitewater rafting; teach a college course; liveabroad

AWARDS/HONORS: Top 20 Women in BusinessAchievement Award, Charlotte Business Journal;40 under 40 Business Achievement Award, Charlotte Business Journal

SOCIAL MEDIA:

Getting to Know...

Tracy Ott FosterO

WHOLE-HEARTED.RESULTS-ORIENTED.


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Commanders & Chiefs

says. “We agreed that we would cash out our401(k) accounts, the kids’ college accounts, andwe took out a second mortgage on the house.”

Ms. Mallory estimates that she pitched hervision of a new type of medical laboratory cor-poration to about 500 investors for about ayear before landing a $4 million angel invest-ment from Tipton Golias, the founder andpresident of Texas-based Helena Laboratories.

Today, HDL provides a comprehensive lab-oratory test menu of blood biomarkers, en-abling patients and their physicians to practice“proactive healthcare.”

The company was established to addressthe leading cause of death in the world, car-diovascular disease, by increasing patient ac-cess to advanced diagnostic tests and loweringthe costs for receiving such health assessments.From personal experiences, Ms. Mallorylearned that good clinical decisions are not al-ways available to patients who cannot affordthe proper diagnostic tests. Hence HDL’s busi-ness model, which is predicated on acceptingwhatever insurance companies will pay fortests; patients pay only co-pays or deductibles.

Ms. Mallory, however, considers HDL ahealth management company, not just a labo-ratory that conducts diagnostic tests. HDL of-fers patients free health coaching services, in-cluding smoking cessation, dietary, andbehavioral change, in an effort to improve pa-tient health and prevent heart attacks and dia-betes. Ms. Mallory also thought to extend itsearly detection and health coaching services toprivate companies so corporations can improveemployees’ health and keep insurance costsdown. So far, HDL’s clients include Markel andBon Secours Richmond Health System in ad-dition to a pilot program with the state gov-ernment of Virginia. And significant evidencefor the effectiveness of HDL’s technology andbusiness strategies has already begun to sur-face. In an independent study published in thehealthcare journal Population Health Manage-ment, investigators found that HDL’s testingand coaching reduced patient’s healthcare costsby an average of 23% over a two-year periodand also improved patients’ lipid profiles.

Importantly, her strategy is to make diag-nostic tests easily accessible for both the pa-tient and the physician.

In the eyes of medical experts, HDL pro-

onya Mallory wants to revolutionize thepractice of medicine in the UnitedStates. The affluent Western lifestyle,

characterized by an overabundance of food, poordiets, and lack of exercise, breeds chronic diseaseconditions in even one of the most medically ad-vanced nations. The typical patient does notseek medical attention until symptoms flare,which usually occurs in later stages of disease.The care that follows comes with a high cost tothe patient, the family, and the nation. Insteadof fixing the problem, Ms. Mallory is intent onpreventing it from even forming.

She has a vision to create a new model fortreating chronic disease, and she is undoubtedlyrealizing it through her company, Health Diag-nostic Laboratory Inc. (HDL). Ms. Malloryfounded HDL in the summer of 2009. Sincethen, it has grown from a kitchen-table businessplan to a corporation earning more than $420million in annual revenue, employing 750 peo-ple, processing 4,000 lab samples, and runningmore than 60,000 lab tests each day. The com-pany has driven near constant construction at itshome in downtown Richmond’s VirginiaBioTechnology Research Park, where a $68.5million expansion soon will triple the com-pany’s footprint to 280,000 square feet.

HDL is one of the largest cardiovascularand diabetes testing labs of its type in theworld. It hit its five-year goal in its first 10months of business. But it wasn’t alwayssmooth sailing. The day she closed on the cap-ital for HDL, she bounced an $11 check for aT-shirt order to one of her son’s schools.

“We were down to zero,” she says. “I was ac-tually going to apply at WalMart the very nextweekend. That’s how close to nothing we had.”

She and her husband of 23 years, Scott, al-ready had spent much of their savings caringfor his late mother during a terminal illness.

“We essentially bet the farm,” Ms. Mallory

Tonya Mallory

Tonya Mallory has a vision to create a new model for treating chronicdisease, and she is undoubtedly realizing it through her companyHealth Diagnostic Laboratory.

vides a medical breakthrough. Health practi-tioners from all over the nation are realizingthe benefits of Ms. Mallory’s vision and com-mitment to affecting patient care. Likewise,she has gained the support and respect of busi-ness leaders across the life-sciences industry.

Those who work with Ms. Mallory credither fearlessness. She has a philosophy that isleap and the net will appear.

“You’ve got to take that leap and it will ap-pear,” she says. “Sometimes I worry, but there’salways been a net. We’ve always managed tobuild that net — and if we have to build thenet while we’re falling, that’s okay, too.”

Still, Ms. Mallory acknowledges that she isa long way from reaching her ultimate goal.Depending on the source, there are 208,000 to352,000 primary care physicians in the UnitedStates. About 18,000 of those physicians useHDL’s tests and only 15,000 have received ad-vanced training on reading the tests.

Of all the perks that have come with beingthe CEO of a fast-growing, respected corpora-tion, Ms. Mallory says the most valuable to heris having a say.

She has used that voice to help direct Vir-ginia’s biotech park and to innovate educa-tional programs at Virginia CommonwealthUniversity, offering direction to the VCUSchool of Business, and pumping up the uni-versity’s clinical chemistry program. She hasalso used it to support local and national non-profits fighting obesity and promoting healthprevention. But most importantly, she wantsthe entire medical community to hear her.

“I started HDL to impact medicine,” shesays. “I definitely understood that medicinehad gotten to a place in the United Stateswhere it was quite reactionary, and we want tobe a catalyst to change that.” PV

Diagnosis: Success

T

INNOVATIVE. DRIVEN.


PASSIONTITLE: President, CEO, Cofounder

COMPANY: Health Diagnostic Laboratory Inc. (HDL)

EDUCATION: M.S., Forensic Science, Virginia Commonwealth University; B.S., Biology, Chemistry, Virginia Commonwealth University

AWARDS: 2012, Ernst & Young National Entrepreneur of the Year award in the EmergingCompany category; 2013, Virginia Business Personof the Year by Virginia Business magazine

TWEET @:@myhdltweets

SOCIAL MEDIA:

Getting to Know...

Tonya Mallory


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W E A R E D E D I C AT E D T OT H E F U T U R E O F C L I N I C A L D E V E L O P M E N T

A N D T O E V E R Y L I F E I T S AV E S .

C O M P R E H E N S I V E P H A S E I - I VB I O P H A R M A C E U T I C A L D R U G D E V E L O P M E N T

At PRA Hea l th Sc iences we see drug deve lopment as more than a process ; i t ’s a pr i v i lege . We ’ re commit ted to prov id ing innovat i ve so lu t ions that he lp our c l ien ts br ing new drugs to

that leads the indus t ry, as we l l as the h ighes t qua l i t y o f pat ien t care . And we are determined to never s top improv ing the drug deve lopment process .

WWW.PRAHS .COM

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Commanders & Chiefs

While Mr. Murray continues to workclosely with UCD to seek new ways of drivinginnovation through industry-university part-nerships, he is also looking to collaborate withuniversities in other parts of the world, includ-ing the United States and China, to help im-prove research and to develop education pro-grams that will help clinical development.

Mr. Murray believes in building a strongteam and not prolonging tough decisions. Heleads by example in consistently striving forexcellence, and he focuses on developing lead-ership and talent.

Outside of work, Mr. Murray is a keen sup-porter of Ireland’s national games, Gaelic foot-ball and hurling. The Gaelic Players Associa-tion (GPA) was set up in 1999 to promote andprotect all aspects of player welfare and to pro-vide off-field support services for players in theareas of education, career development, healthand well being. Mr. Murray was instrumentalin ICON’s partnership with the GPA in 2012to establish the ICON-GPA Life SciencesScholarship program that provides funding forplayers engaged in undergraduate and post-graduate life-sciences courses. He has alsohelped the GPA establish its Insights throughExcellence mentorship program, which aimsto enhance players’ leadership competencies in

iaran Murray has been at the forefrontof promoting the innovation and ex-pertise that CROs bring to the drug

development process and the evolution ofCROs as trusted partners to the biopharma in-dustry for years.

He has expounded on these themes at nu-merous industry conferences and, through hischairmanship of the Association of ClinicalResearch Organizations (ACRO), he continuesto promote the CRO industry as one that con-ducts safe, ethical, and high-quality clinical re-search to deliver medicines that benefit pa-tients worldwide.

Since becoming CEO of ICON in 2011, hehas led the company to record levels of growth,and helped to build strategic partnerships withICON’s customers. This has involved a signif-icant change management effort, requiringnew ways of thinking and working from bothICON’s team and those of its customers.

In addition, he has pushed for closer ties be-tween industry and academia. Under his lead-ership, ICON has become a strong supporter ofresearch and innovation as evidenced by thecompany’s partnership with University CollegeDublin (UCD), which has been heralded as amodel for industry-academia collaboration.

ICON is a lead benefactor of UCD’s newScience Centre, a 67,000-square-meter build-ing, which is home to Ireland’s largest sciencecommunity. The partnership also includes thecreation of a new Centre for Business Analyt-ics in UCD’s School of Business; sponsorship ofyoung research talent through the ICON-Newman Fellowship in Genomics; and thecreation of an industry-tailored Graduate Cer-tificate in Clinical Research in UCD’s Schoolof Medicine and Medical Science.

Ciaran MURRAY

a business environment. Insights through Ex-cellence provides players with valuable accessto a select and exclusive group of senior execu-tives and management teams of Irish, andmulti-national and small and medium enter-prises, exposing them to leadership roleswithin these organizations.

Through Mr. Murray’s leadership and com-mitment to developing the next generation ofbusiness leaders, ICON was the first companyto sign up for this mentorship program inApril 2014. PV

A Voice for CROs

C

PARTNER.COLLABORATIVE.


PATIENTS

TITLE: CEO

COMPANY: ICON

EDUCATION: Bachelor of Commerce

HOBBIES: Running; Gaelic games

AWARDS/HONORS: Doctor of Laws, honoris causa,University College Dublin; The Spirit of IrelandAward from the Gaelic Players Association, 2013

ASSOCIATIONS: Fellow of the Institute of Chartered Accountants in Ireland; Institute ofChartered Accountants in Ireland; Chairman ofthe Association of Clinical Research Organizations (ACRO)

Getting to Know...

Ciaran Murray

Under Ciaran Murray’s leadership and driven by his passion for building closer ties between industry andacademia, ICON has become a strong supporter of innovation.


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Commanders & Chiefs


medical research will result from involving pa-tients and fully valuing their contributions.Mr. Loew’s vision was to build a truly patient-driven online community for people affectedby life-altering diseases, and to create an envi-ronment in which patients and caregivers con-nected in meaningful ways — for clinical in-formation, for practical tips, and for emotionalsupport.

One could say Mr. Loew has effectivelymerged the power of networking and informa-tion with the less tangible but highly effectivepower of humanity and spirit. Through hiswork and advocacy, he is helping to bridge thechasm between the life-sciences industry andpatients, while promoting the continued evo-lution of the e-patient. To patients, Mr. Loewpersonifies hope.

In the near future, Mr. Loew looks forwardto a true and meaningful shift to patient-cen-tered healthcare.

“It seems we have finally reached the pointwhere healthcare systems are willing to focusmore on outcomes than on treatment,” he says.“This will bring significant benefits to pa-tients and to society more broadly.”

A career highlight for him was the day inJune this year when Inspire reached the mile-stone of 500,000 members. While there is noway to tell for sure how many of those 500,000patient lives have been improved throughcommunication with others on an Inspire dis-ease-specific site, collectively the membershave created 6 million posts, and written al-most 1 billion words, making it one of the

nspire Cofounder and CEO Brian Loewhad almost 14,000 recommendations forhis PV 100 nomination. Not individu-

ally, thank goodness, but one nomination re-portedly represented all of the patients fromthe Foundation for Sarcoidosis Research (FSR),an Inspire partner. Speaking on behalf of theentire FSR group, the nominator named BrianLoew and Inspire as a critical force in savinglives. Sarcoidosis is an inflammatory diseasethat can affect almost any organ in the body. Itcauses heightened immunity, which meansthat a person’s immune system, which nor-mally protects the body from infection anddisease, overreacts, resulting in damage to thebody’s own tissues.

By creating a platform that allows patientswho are hurting physically and emotionally toboth gain medical information and communi-cate with others who share their experiences,Mr. Loew has provided a unique, invaluableservice in an overlooked arena of engagement,and patients everywhere are thanking him forit. A service that combines factual informationsharing with community building could onlybe created by a true visionary — someone whocan see beyond the common one-dimension ofthe medical field and understand the power ofhuman experience and connection towardhealing. Inspire transforms patients from iso-lated, oft ill-informed individuals into con-nected, educated, and empowered communitymembers.

Mr. Loew describes his vision for the com-pany very simply: being a patient is isolating— sick for a day or seriously ill — and every-one can relate.

Mr. Loew created Inspire in 2005 with thegoal of accelerating clinical trial recruitmentthrough the use of safe, trusted online socialnetworks that are organized by medical condi-tion, for patients and caregivers. Inspire hassince broadened its mission, and enables brandteams to engage with patients as well. Today,eight of the top 10 largest pharmaceuticalcompanies turn to Inspire to connect with pa-tients.

Mr. Loew believes that patient contribu-tions to medical progress have been histori-cally underappreciated, and great progress in

Brian LOEWConnecting Patients, SavingLives

I

PRINCIPLED. PERSISTENT.


DISCONTENTTITLE: CEO

COMPANY: Inspire

EDUCATION: B.S., Physics, B.A., Economics, GeorgeWashington University

FAMILY:Wife, two children

HOBBIES: Sailing, tropical fish

TWEET AT: @brianloew

SOCIAL MEDIA:

Getting to Know...

Brian Loew

Through his work and advocacy, Brian Loew is helping to bridge the chasm betweenthe life-sciences industry and patients.

most active community healthcare sites. In-spire has an impressive list of partners that alsocontribute to the content of the sites. There are107 nonprofit patient advocacy partners thathelp provide resources to the 200-plus patientcommunities.

Beyond an online community, Inspire alsoprovides patients with the ability to contributein meaningful ways to R&D portfolio deci-sions, creating accessible ways for teams toleverage patient insights, and enable the FDA’svision of Patient Focused Drug Development.

An entrepreneur since the age of 8 when hebegan breeding and selling guppies (he is stillinto tropical fish), Mr. Loew became an Inter-net entrepreneur in 1994 when he foundedworldweb.net, a content management softwarecompany that created and launched more than100 websites for major publishers, includingU.S. News & World Report, Hachette Filipac-chi, Time Warner, and The Washington PostCompany. PV

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n ability to connect the dots in a waythat is seldom seen in the clinical re-search industry is what sets Stephan

de la Motte, M.D., apart. He has elevated Syn-teractHCR’s medical and scientific expertise tohelp the company become a globally recog-nized contract research organization.

With almost 30 years of experience, Dr. dela Motte’s scientific and medical backgroundand clinical trial knowledge provide Synteract-HCR’s customers with an expert resource tosupport their drug development needs. Hisinput to development plans accelerates prod-ucts’ time to market and increases the scien-tific validity of the drug applications. Withouthis input, feasibility and capability analysis ofplanned studies would be challenging.

In addition, Dr. de la Motte’s review ofstudy data and reports provides a best-in-classcritical assessment of the actual results andputs them into a context that is clinically rel-evant for customers.

His list of accomplishments is vast: he hasserved as coordinating investigator, principalinvestigator, investigator, pharmacokineticist,and medical writer. Dr. de la Motte’s thera-peutic experience includes general medicine,clinical pharmacology, pharmacology and tox-icology, anesthesia, internal medicine, psychi-atry, neurosurgery, neurophysiology, and mili-tary medicine.

With regard to clinical trial design, Dr. dela Motte has studied the principles of hypoth-esis testing in clinical trials, which has facili-tated complex study design and increased trialefficiency. In addition, he has ensured that de-velopment plans and protocols have been

Dr. Stephan de la Motte has elevated SynteractHCR’s medical and scientific expertise to the point where the company is now a globally recognized CRO.

they did only bioequivalence trials in healthyyoung volunteers to the point where they, pre-dominantly, performed the most complexPK/PD trials in patients of a dozen differentdisease areas. They became ranked among thetop league of the industry within five years.

“The annual staff turnover was less than3% during the nine years I led the depart-ment,” he says. “I am pleased to say many ofthe staff members were then successful in tran-sitioning to other roles within the company,having successfully launched their careers asmembers of my team.”

Dr. de la Motte is a strong mentor. He ex-plains key scientific and medical aspects of theclinical research projects he has been involvedwith in a clear and understandable way, bothinternally and to SynteractHCR’s customers.Dr. de la Motte supports his team with knowl-edge and patience in explaining complicatedconcepts. He mentors not only his own de-partment, but also drug sponsors and otherproject team members. He cares deeply abouthis team members, their understanding of theprojects in which they are involved, and howto make everyone in the team successful at themission of bringing medicines to market.

Managing personnel issues is often a chal-lenge, and Dr. de la Motte had to guide a teamthrough making tough decisions while keep-ing the team together and reaching solutionsthat were fair for everyone, minimizing theoverall harm, while respecting business reality.

He motivates by encouraging others tothink for themselves; by respecting their judg-ment; by explaining how, through their com-mitment, their work contributes to the com-pany’s mission of developing a better future forpatients; and by giving them ownership. PV

Clinical Insights

modified in a way that patient recruitment waspossible and data are acceptable to regulatoryauthorities for marketing approval of newdrugs.

Dr. de la Motte is very involved in develop-ing presentations and writing for scientific andmedical publications. His impressive contri-butions include delivering 33 scientific pre-sentations at congresses and being featured in22 peer-reviewed papers in quotable journals.He recently completed a white paper titledOrphan Indications and Clinical Trials: WhyRare Diseases Warrant Special Treatment,which explains the unique characteristics ofclinical trials in rare diseases and orphan treat-ments.

One of his most significant accomplish-ments was leading a clinical pharmacology de-partment where the whole staff was new to theindustry and in research, from the stage where


CURIOSITY

TITLE: Chief Medical Advisor, M.D,

COMPANY: SynteractHCR

EDUCATION: M.D., Ludwig-Maximilian-Universityof Munich, Germany

FAMILY: Three children

HOBBIES: Creating computer music, photography,Go (Asian board game), traveling

BUCKET LIST: Visit Antarctica, Machu Picchu,Siberia; write about certain chapters and partsof his life; make a unique, symbolic movie

ASSOCIATIONS: Bavarian State Chamber of Physicians, Medical District Chapter of Munich,German Association for Pharmaceutical Medicine

Getting to Know...

Stephan de la Motte, M.D.

A

RESTLESS-MIND.MENTOR.

Dr. Stephan DE LA MOTTE



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SynteractHCR’s Intelligent Clinical Development (ICD+) approach leverages our

clinical development expertise, technology and optimized execution to drive

solution-oriented efficiencies for your clinical trials. We’ll help you reach decision

points faster while maintaining high quality and consistent standards, globally.

To learn more about ICD+, go to www.SynteractHCR.com/ICD

Take time and cost out of drug development

+ + = EXPERTISE TECHNOLOGY EXECUTION

A full-service, international CRO

Shared Work. Shared Vision. USA : +1 760 268 8200 | Europe: +49 89 12 66 80 0www.SynteractHCR.com

Congratulations,

Dr. Stephan de la Motte!

We are proud of you for

achieving the PharmaVOICE

100 Most Inspiring People

in Life Sciences recognition!

Thank you for your passion, expertise

and mentorship that has inspired our

customers and sta� throughout the years.

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Commanders & Chiefs

tories are the source of inspiration forFreda Lewis-Hall, M.D. Whether it isthe stories she tells to share her journey

or the stories she hears from others who haveinspired her, Dr. Lewis-Hall brings healthcareand research alive through her stories.

From the age of 6, Dr. Lewis-Hall wantedto be a physician, a lofty goal for an African-American girl in the 1960s. But her parentsand later her husband — her soul-mate, theymet when they were both 17 — supported herand moved her forward, and held her feet tothe fire and to the ground to allow her to dosome of the things she wanted to do.

Dr. Lewis-Hall has been focused on theneeds of the patient since becoming a physi-cian and her focus has been intensified throughher work in research-based biopharma. For her,being involved in bringing an important newmedicine or vaccine from the research lab topeople in need is both a challenge as well ashugely rewarding.

Her position today as executive VP andchief medical officer at Pfizer is an importantand challenging one, not only because sheplays an important role in the safe, effective,and appropriate use of hundreds of medicinesand vaccines, but also because she has taken arole in changing the general reputation of theindustry.

It’s this issue — the industry’s reputation— that most concerns Dr. Lewis-Hall. Duringher acceptance speech at the 2011 Woman of

Dr. Freda LEWIS-HALL

Dr. Freda Lewis-Hall has focused on the needs of patients everywhere since becoming a physician and that focus has beenintensified through her work in research-based biopharma.

she can be seen on a number of TV shows, in-cluding Rachael Ray and The Doctors, shecommunicates about medical advances, and onPfizer’s corporate YouTube, Facebook, andTwitter channels she talks about initiatives ledby the Pfizer organization. She also connectspeople to reliable, easy-to-understand healthinformation through the website gethealthys-tayhealthy.com.

Two charities in particular resonate for Dr.Lewis-Hall: Power to End Stroke, because theorganization works to reduce risk factors forstroke, the disease that claimed her motherway too soon; and Save the Children, as it is fo-cused on the world’s most vulnerable but im-portant people. PV

Telling the Patient’s Story

S

the Year award from the Healthcare Business-women’s Association (HBA), she challengedthe industry to turn itself around in order toregain the respect and trust of patients.

She recalls her father’s words to try to pro-pel change: “Think about who you bring be-hind, what you leave behind, and what youlearn along the way.”

Dr. Lewis-Hall looks for ways to advancethe industry by thinking of other companies aspartners, not competitors, and by sharing in-formation in order to advance medicine. Tothat end, her goal is to exponentially grow theability to produce and deliver new treatmentsand cures by establishing powerful partner-ships.

She finds inspiration from her parents, whobelieved she could fly and sacrificed much togive her wings; from her uncle who lived withpolio and held to the philosophy, “Whenthings seem out of reach…move closer;” fromher husband who for more than 40 years hasbeen her most honest critic and most ardentsupporter; and from her children who makeher want to be better.

Throughout her career, Dr. Lewis-Hall hasfollowed a sound piece of advice: never take ajob you’re already positive you can do, or onethat you’re not passionate about.

A trained physician, Dr. Lewis-Hall hasheld leadership roles in academia, medical re-search, front-line patient care, and at globalbiopharmaceutical companies, including Ver-tex, Bristol-Myers Squibb, and Lilly. She hasalso led research projects for the National In-stitutes of Health and was vice chairperson ofthe Department of Psychiatry at Howard Uni-versity College of Medicine.

In 2010, Dr. Lewis-Hall was appointed bythe Obama Administration to the inauguralBoard of Governors for the Patient-CenteredOutcomes Research Institute (PCORI), and in2012 she was appointed chair of the Cures Ac-celeration Network Review Board and a mem-ber of the National Center for AdvancingTranslational Sciences (NCATS) AdvisoryCouncil of the National Institutes of Health.

A highly visible industry thought leader,

PATIENT-CENTERED. PASSIONATE.


FAITHTITLE: Executive VP and Chief Medical Officer

COMPANY: Pfizer

EDUCATION: M.D., Howard University College of Medicine; B.S., Johns Hopkins University

FAMILY: Husband, Randy; three children; one grandson

HOBBIES: Reading, traveling, shopping, planning memorable events for her immediate and extendedfamily

BUCKET LIST: Visit the Pyramids; get a walk-on or even a“play dead” role in any of the CSI programs; dance ather grandchild’s wedding

AWARDS/HONORS: 2012, Savoy’s Top Influential Womenin Corporate America; 2011, Woman of the Year, Healthcare Businesswomen’s Association; Distinguished Alumni Achievement Award, HowardUniversity; Honorary doctorate, Coppin State University,Baltimore, Maryland

ASSOCIATIONS: American Psychiatric Association; PatientCentered Outcomes Research Initiative; National Institutes of Health: Chairperson of the Cures Acceleration Network and Advisory Council Member ofthe National Center for Advancing Translational Sciences; Board of the Foundation for the National Institutes of Health; The Harvard Medical School Boardof Fellows; Executive Committee of the Clinical TrialsTransformation Initiative; Committee Member of TheInstitute of Medicine’s Forum on Drug Discovery, Development, and Translation; Board Member of Savethe Children; Advisory Board of American Heart Association’s “Power to End Stroke”

SOCIAL MEDIA:

Getting to Know...

Freda C. Lewis-Hall, M.D.


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uring the course of her phenomenalcareer, Deborah Dunsire, M.D., hasbeen involved with the development

of 14 drugs, 10 of which have been block-busters in the sense of driving truly transfor-mational outcomes for patients.

She attributes the success of these medi-cines to great science, a thorough understand-ing of the underlying disease, and then a com-prehensive development program.

A physician by training, Dr. Dunsire is en-ergized by being able to work on new medi-cines that truly change the outcome for peoplewho are fighting diseases for which there areno current or substantially effective therapies.

Today, as president and CEO of ForumPharmaceuticals, she and her team are focusedon serious brain diseases — Alzheimer’s andschizophrenia, both devastating disorders —for which there is currently desperate need forserious improvement in terms of therapeuticoutcomes and sustainable treatment.

The vision for the company is that “everymind matters.”

“This is true not just for our patients, butin our house, too, because we can’t developnew medicines without everybody bringingtheir different capabilities, skills, and minds tothe game,” she says.

Dr. Dunsire is excited about the neuro-science in Alzheimer’s disease because she be-lieves the technology is coming to an inflec-tion point, too, and that the industry will soondevelop transformative therapies for patientswho really have nothing.

Forum is pursuing all avenues withAlzheimer’s, noting that there still isn’tenough information to enable an understand-ing of all of the underpinnings of what makepatients different.

Her goal at Forum is to grow the companythrough the development of its lead molecule— an agent that improves learning, memory,and executive function in healthy volunteersand schizophrenic and Alzheimer’s patients —which is in Phase III trials.

“If this molecule works it’s going to be im-pactful for so many people with mild to mod-erate Alzheimer’s disease and potentially forpeople who are cognitively impaired due toother diseases,” she says. “We have a tremen-dous opportunity.”

A strong proponent of personalized medi-cine, Dr. Dunsire says the way to real healthand economic benefit is to know who you’retreating and why.

Dr. Deborah DUNSIRE

Dr. Deborah Dunsire motivates by anticipating that others want to do their best and helping them to achieve that, while at the same time demanding thebest of them.

“I passionately believe that when you’re fac-ing a complex problem you need the bestminds working together,” she says. “I reallybelieve each mind matters, and everyone in ourcompany has the potential to add value towhat we’re doing in terms of speed, accuracy,quality, and insight. Everyone can have a senseof ownership.”

When she and her team were evaluatingdifferent names for EnVivo Pharmaceuticals,the name Forum won out because of the ideaof a forum being a place where ideas areshared, where people come together and de-bate, and where new ideas emerge, Dr. Dun-sire says.

Professional growth is important, Dr. Dun-sire says, adding that if you’re not better to-morrow than you were today then you’vemissed an opportunity, and to achieve thatpeople need honest feedback. PV

A Transformative Leader

DIn a career marked by so many highlights,

including as president and CEO of Millen-nium Pharmaceuticals, and on so many trans-formative medicines, Dr. Dunsire rates thelaunch of Gleevec at Novartis Oncology as oneof the most profound.

At the time there was nothing to treatchronic myeloid leukemia and those diag-nosed invariably died. As the company wentinto Phase I trials with Gleevec, it was clearpatients were responding well and the level ofefficacy was staggering, she says.

Dr. Dunsire still corresponds with one ofthose Phase I patients, who now runsmarathons for the Leukemia & Lymphoma So-ciety, who 15 years ago had picked out herfinal resting place as she expected to die withinthe next few months.

Because of the small patient population,the team had to manage concerns that thedrug wouldn’t be worth developing. Today,Gleevec is a $4 billion-plus drug.

“To Novartis’ and Dr. Daniel Vasella’scredit, when we showed him the data he saidwe’ve got to go forward even if the drug is onlyfor a small number of people,” she says. “Sobringing that therapy through developmentand into the market with FDA approval in 40days was staggering. It was just enormouslymoving, motivating, and gratifying.”

Dr. Dunsire began her career in the phar-maceutical industry at Sandoz in South Africa,running clinical research for a myriad of ther-apeutic areas, including organ transplantation,endocrinology, and immunology. In fact, Dr.Dunsire was involved with an early organtransplant drug that Sandoz had brought tomarket.

Change has been a constant in Dr. Dun-sire’s career. She moved from being a physicianin practice to being in industry; being inSouth Africa to being in Switzerland; being inSwitzerland to being in the United States;moving from running a division to running acompany; moving from running a midsizedcompany to running a small company.

“Each time change brings a newness andthat challenges all your skills; this is intense,yet rewarding,” she says.

Inspiring others is about being able tovoice one’s own passion for what you do, Dr.Dunsire believes.

PASSIONATE. RESULTS-FOCUSED.


PATIENTS


COMPANY: Forum Pharmaceuticals

EDUCATION:M.D., University of the Witwatersrand

FAMILY:Married; two sons

HOBBIES: Cycling, skiing

BUCKET LIST: Touring through Asia, relearn French, learn toplay the piano

AWARDS/HONORS: 2001 American Cancer Society ExcaliburAward; 2009 Healthcare Businesswomen’s Associations’Woman of the Year; 2011 MassBIO Innovator Award; 2013Boston CEO Conference Lifetime Achievement Award

ASSOCIATIONS: Healthcare Businesswomen’s Association(HBA), International Woman’s Foundation, Biotechnology Industry Organization, Massachusetts Bio

Getting to Know...

Deborah Dunsire, M.D.



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Commanders & Chiefs

ohnson & Johnson’s credo, which waswritten more than 70 years ago, guidesAlex Gorsky’s commitment to citizenshipand sustainability as chairman and CEO

of the company.“To this day our credo serves as the compass

that guides all decisions at our company,” Mr.Gorsky says. “Our credo defines our responsi-bilities to all stakeholders and to the commu-nities in which we work and live.”

In short the J&J credo, which is promi-nently displayed for all to see upon enteringthe company’s headquarters, pledges responsi-bility to the doctors, nurses, patients, mothers,and fathers who use its products and services;to its employees; the communities in which itsemployees live and work as well as the world-wide community; and to its stockholders.More simply the credo challenges everyone atJ&J to put the needs and well-being of thepeople it serves first.

Those who work with Mr. Gorsky say he isthe perfect steward to carry forward the visionput forth by Robert Wood Johnson, formerchairman and a member of the company’sfounding family, in 1943.

Mr. Gorsky is noted for his vision, thought-ful approach to tackling difficult challenges,personal attention to detail, generosity, andunderstanding of the myriad challenges facinghealthcare.

“Healthcare is one of the greatest chal-

Alex GORSKY

Alex Gorsky, chairman and CEO of Johnson & Johnson, isdedicated to leading in the development of a comprehensiveand collaborative global approach to address healthcarechallenges.

velopment Goals to improve the lives ofwomen and children worldwide, and we are ontrack to deliver our commitments by 2015.”

Mr. Gorksy’s charismatic and forthrightleadership style inspire and motivate the morethan 129,000 employees throughout J&J’sfamily of 250 companies located in 60 coun-tries around the world.

His influence is felt by those to whom heofficially and unofficially provides guidance.Mentorship is of tantamount importance toMr. Gorsky, who was named Mentor of theYear by the Healthcare Businesswomen’s Asso-ciation in 2009, which he has been involvedwith for many years.

According to one report, his favorite ques-tion for direct reports is: “Tell me the names ofthree to four people whose careers have beensignificantly enhanced by the developmentand mentoring you’ve provided them.”

Mr. Gorsky is also a strong advocate for di-versity and inclusion and was recently quotedas saying: “If you all look, talk, and sound thesame, you don’t need each other on the team.”

A West Point graduate, Mr. Gorsky alsoserves on the board of the Travis Manion Foun-dation, which honors the fallen service peopleby challenging the living and assisting our na-tion’s veterans and service members and sup-porting the families of fallen heroes.

Looking ahead, Mr. Gorsky is well-quali-fied and ready to tackle the numerous chal-lenges: a growing number of diseases, agingåpopulations, insufficient healthcare delivery,and rising costs.

“We also see tremendous opportunities toinnovate and believe in the power of collabora-tion to find and deliver new solutions to servethe individuals, families, communities, coun-tries, and shareholders that depend on us,” hesays. PV

A Global Leader for Change

Jlenges facing society now and in the future,”Mr. Gorsky says. “No other issue is as impor-tant or personal to every individual, every fam-ily, every community, and every country. Asthe world’s largest and most diverse healthcarecompany, we feel it is our responsibility to leadin the development of a comprehensive andcollaborative global approach to this challenge,and to continue pursuing our aspiration tohelp billions of people around the world livelonger, healthier, and happier lives.”

Under Mr. Gorsky’s leadership and com-mitment to citizenship and sustainability, J&Jjoined the U.N. Global Compact in 2013.

The UN Global Compact is a strategic pol-icy initiative for businesses that are committedto aligning their operations and strategies with10 universally accepted principles in the areasof human rights, labor, environment, and anti-corruption. By entering into the compact,businesses, as a primary driver of globalization,can help ensure that markets, commerce, tech-nology, and finance advance in ways that ben-efit economies and societies everywhere.

“Johnson & Johnson is a company of en-during strength,” he says. “We’ve been privi-leged to play a role in helping millions of peo-ple the world over be well and stay wellthrough more than a century of change. As thescience of human health and well-being hasgrown, we’ve been able to grow along with it.Even more important, we’ve helped shape anddefine what health and well-being means inevery day lives. Our products, services, ideasand giving now touch the lives of at least 1 bil-lion people everyday.”

This initiative dovetails neatly with theframework Mr. Gorsky has outlined in thecompany’s Healthy Future 2015 goals, whichinclude advancing global health, safeguardingthe planet, suppliers sustainability, engagedhealth-conscious employees, advancing humanwellness, philanthropy measurement, andtransparency and collaboration.

“We continue to expand our efforts and en-gage in collaborative projects to advanceglobal health on multiple levels,” he says. “In2010, we made a significant five-year commit-ment to the United Nations Millennium De-

MENTOR. DIVERSE.


PATIENTS

TITLE: Chairman and CEO

COMPANY: Johnson & Johnson

EDUCATION: MBA, The Wharton School of theUniversity of Pennsylvania; B.S., U.S. MilitaryAcademy at West Point

FAMILY: Wife

HOBBIES: Cooking and acting as a sous chef; fitness, including bicycling, swimming andweight training

ASSOCIATIONS: Healthcare Businesswomen’s Association; board of directors of theDoylestown Hospital; West Point Association ofGraduates; Wharton Leadership Council; TheBoy Scouts of America

SOCIAL MEDIA:

Getting to Know...

Alex Gorsky

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Congratulations, Don Soong Vice President, Strategic Solutions Cegedim Relationship Management

One of PharmaVOICE’s 100 Most Inspiring People in the Life Sciences Industry

Your knowledge of the industry combined with a practical approach and a passion for making our clients successful has been a winning strategy

Cegedim Relationship Management is a technology information services company delivering innovation to help transform commercial and compliance operations in healthcare.

WE ARE LIFE SCIENCES BY DESIGN

To learn more:[email protected]

COMPLYEXECUTE

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Commanders & Chiefs

ark Wheeldon had a vision forbringing efficiency to a traditionallyinefficient process — clinical trials.

Mr. Wheeldon, who founded Formedix in2000, believes strongly that a more efficientend-to-end clinical trial process lies firmly inthe successful implementation of data stan-dards and clinical trial automation technolo-gies. He is an active supporter of the ClinicalData Interchange Standards Consortium(CDISC), which Formedix has supported sinceinception and is still one of the longest stand-ing members. Additionally, he is a member ofthe CDISC Industry Advisory Council (CAC).

Mr. Wheeldon knew if he could make stan-dards and data more practical and usable, thiswould lead to significant cost and efficiencysavings for study designs and set-up.

The energetic, inspiring leader continues todisrupt industry paradigms in data manage-ment.

Mr. Wheeldon says building Formedix hasbeen both rewarding and challenging.

“My career highlight is working with greatpeople and bootstrapping Formedix to a com-pany with more than 45 employees,” he says.“But taking a start-up company beyond sur-vival with very limited resources and sellinginnovative and new products to a conservativeindustry has been challenging.”

His colleagues, who call him a maverick,say his drive for perfection and his determina-tion to streamline an increasingly demandingprocess is what sets him apart from the crowd.With relentless energy, he has pushed bound-aries and transformed technology across theentire clinical trial process.

His efforts have provided a system availableto all that historically was only created on aproprietary level by big pharma companies ata big expense.

MarkWHEELDON

Mark Wheeldon is a major contributorand recognized innovator in developingan efficient clinical trial process.

Transform offers the ability to map from anydataset to any dataset and store those mappingsfor reuse over again. It could be EDC to CDISCSDTM; SDTM to ADaM; or a mapping for aproprietary dataset — legacy or warehouse.

The strong partner network that Mr.Wheeldon has built includes several big play-ers in the EDC market, including Medidata,Mi-Corporation, Nextrials, OmniComm Sys-tems, OpenClinica, and Perceptive Informat-ics. The unique integrations betweenFormedix Universal Design tools and thesemarket-leading EDC solutions provide hugebenefits to biotech companies, CROs, andpharma companies.

Mr. Wheeldon has a genuine interest inlearning from those around him and happilywelcomes any tips, particularly when it comesto a new beer. One of the items on his bucketlist is to start his own microbrewery. PV

Disrupting Inefficienciesin Clinical Trials

MHis vision has enabled study sponsors to

control and manage study metadata standards,and capitalize on this to seamlessly electroni-cally capture data based on their standards. Hisinnovation has significantly changed the land-scape of what’s possible: making the link be-tween standards, tools, practicality, and inde-pendence.

Mr. Wheeldon says he has accomplished allthis by ignoring the best career advice he everreceived: know when to give up.

The Manchester, U.K.-born CEO and qual-ified pharmacist has worked tirelessly to pro-vide real benefit and value to customers andpartners respectively since founding Formedix.

He has been the driving force behind theconsiderable company growth seen byFormedix in recent years. The company’sworkforce has grown by more than 50% since2012 with locations in the United States andthe UK.

With a recent new website launch andmore exciting developments expected for thestudy design and execution tools later in 2014,Mr. Wheeldon has been the catalyst to spark-ing a bright future for the company. He islooking forward to continued growth atFormedix, launching more innovative prod-ucts, and pushing into new markets in Asia.

In May of this year, Mr. Wheeldon realizedyet another goal. The company launchedFormedix Transforms, which currently fallsunder two categories: Transform for EDC,which integrates with the leading EDC tools,including DataLabs, Medidata Rave, Omni-Comm TrialMaster and OpenClinica; andTransform for Publication, a set of tools usedfor supporting paper studies and producingCDISC Define. This new release launches anew set of products called Transform for Con-version.

DETERMINED. PASSIONATE.


DIFFERENTIATION

TITLE: CEO

COMPANY: Formedix

FAMILY: Two sons

HOBBIES: Cooking, running, swimming, Euroboard game playing

BUCKET LIST: Live in San Diego and/or Boston forpart of the year; travel in Asia extensively; help-ing his children achieve their ambitions; start amicrobrewery

AWARDS/HONORS: CDISC awards for advancingdata standards; government award for innova-tion

ASSOCIATIONS: DIA, ACDM, SCDM

TWEET AT: @formedixinc

SOCIAL MEDIA:

Getting to Know...

Mark Wheeldon


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Commanders & Chiefs

he life-sciences community and regen-erative medicine lost a true champion,entrepreneur, and invaluable leader

last year with the untimely death of DuaneRoth.

Mr. Roth was considered by many to beone of San Diego’s most influential leaders inthe biotech, medical research, and educationsectors.

In 2005, he was named to lead Connect, anonprofit organization that supports technol-ogy innovation and entrepreneurship. Con-nect has helped support more than 3,000 in-novative companies since its founding in1985. The organization had been in troublewhen Mr. Roth took over, but within justthree months at the helm, he had raised$250,000, more than Connect had managedto raise in the previous year.

A strong supporter of stem cell research,Mr. Roth also served as vice-chairman of thegoverning board at the California Institute forRegenerative Medicine (CIRM), the state’sstem cell agency. In addition, he was vicechairman of the Sanford-Burnham MedicalResearch Institute and had been selected totake on the role of chairman.

He also founded Alliance Pharmaceuticaland served as the company’s chairman andCEO for more than 25 years before joiningConnect.

Mr. Roth’s love of San Diego began when

Duane ROTH

Duane Roth, who died last year from injuries sustained in a cycling accident, was a widely respected life-sciences leader.

A committed philanthropist, Mr. Rothwas a supporter of the Challenged AthletesFoundation, an organization that supportsathletes with disabilities. He was a sup-porter of Pedal the Cause, a group that raisesmoney for cancer research through cyclingevents.

Mr. Roth earned a bachelor’s degree fromIowa Wesleyan College.

Mr. Roth was badly injured in a bike ridelast July and later died from his injuries. He issurvived by his wife, Renee Roth.

Connect said of Mr. Roth’s death that thecommunity had “lost a tireless advocate for bigideas — ideas that can truly enhance our re-gion and our world.” PV

Big Thinker

TAlliance Pharmaceutical acquired a San Diegocompany. At the time Alliance was based inupstate New York, but after visiting La Jolla,he decided to relocate to San Diego.

When the financial crisis hit in 2008, SanDiego was particularly badly affected, but Mr.Roth rallied by organizing a research and in-novation summit, bringing in two heavy hit-ters — genome pioneer Craig Venter andQualcomm found Irwin Jacobs — to present.

Before founding Alliance, Mr. Roth workedat Johnson & Johnson and at American HomeProducts, now part of Pfizer, in senior positionsbefore founding Alliance. He started his phar-maceutical career at J&J as a sales rep.

His many contributions to the life-sciencesindustry included serving as a member of theboard of directors and executive committees ofthe Biotechnology Industry Organization, theCalifornia Healthcare Institute, and BIO-COM, where he also served as chairman.

He was also a strong supporter of Collegeof Science and Mathematics at Cal State SanMarcos, serving on the advisory council.

Colleagues and friends have said of Mr.Roth that he was a strong voice of reason andoptimism, always seeking to move things for-ward.

RESPECTED. OPTIMISTIC.


IDEAS

TITLE: CEO and member of the board

COMPANY: Connect

PASSED AWAY: August 3, 2013

AWARDS: The Economic Opportunity Award fromLead San Diego; the Lifetime AchievementAward from the San Diego Business Journal

Getting to Know...

Duane Roth


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Commanders & Chiefs

physician and recognized scientist,Nancy Ruiz, M.D., has come to em-body and embrace what it means to be

a leader in the pharmaceutical environment. Dr. Ruiz understands the need to drive re-

sults while developing products that addresspatient needs.

When she joined the Meda US team inearly 2013, she inherited a group that wasunder-resourced, required strategic restructur-ing, needed alignment with a vision that wasnot clearly articulated, and was not structuredto capitalize on the overall corporate vision.Through her experience, expertise, and strate-gic vision, she created a structure for her teamthat would support the current and future di-rection of the organization. Her ability to part-ner and enforce a viable and respectful rela-tionship with the commercial organization

Dr. Nancy RUIZ

Knowing that her work will deliver medications that will cure, relieve,or comfort patients is a powerful motivator for Dr. Nancy Ruiz. tive criticism, and then takes the high road to

be solutions-oriented.Dr. Ruiz leads by example with creative

ideas, an energizing style, and through activelistening.

“I like to empower teams by building onindividual strengths and fostering collabora-tion,” she says. “I like to bring fun into workand create loyal relationships.”

She motivates through genuine enthusiasmwith an open-door policy that ensures activelistening, proactive identification of issueswith prompt resolution and transparency,when appropriate.

For Dr. Ruiz, motivation comes fromknowing that her work will deliver medica-tions that will cure, relieve, or comfort pa-tients.

She manages all of this flawlessly while bal-ancing being a mother to a special-needs childwho requires her full attention. PV

EmpoweringInnovation

allowed the Meda US team to successfullydrive messaging for the in-line brands whileredefining the objectives for brands in devel-opment or as a target acquisition.

Dr. Ruiz has an outstanding appreciation ofbusiness, regulatory, and development needs.

A respected scientist and clinician, Dr.Ruiz’s expertise spans therapeutic area strat-egy, portfolio management, clinical research,drug development, and medical affairs in im-munology, infectious diseases, allergy/respira-tory, women’s health, and consumer health.

In addition, she has global hands-on experi-ence in all phases of drug development, med-ical affairs, and vast experience interacting withworldwide regulatory authorities — Japan, Eu-rope, U.S, Canada, and Latin America.

Becoming chief medical officer at Medawith oversight of such varied and diverse func-tions and rebuilding the medical and scientificaffairs group has been her biggest challenge todate.

With vast industry experience, havingworked at companies including DuPont Phar-maceuticals, Bristol-Myers Squibb, ScheringPlough, Merck, and Optimer Pharmaceuti-cals, her most rewarding career experience wasbeing involved in the development of a para-digm shifting drug for the treatment ofHIV/AIDS.

An adaptable problem-solver and proactivemanager, Dr. Ruiz is able to establish a visionfor her department, work well with her globalcolleagues, and influence the dynamic with hercross-functional peers. She balances leading ateam as chief medical officer, with being a C-suite counselor to inform the CEO and set thestage for accelerated growth in a challengingand dynamic environment.

She listens, supports, engages in construc-

OPTIMISTIC. GENUINE.


CONTINUOUSIMPROVEMENT

TITLE: Chief Medical Officer

COMPANY:Meda Pharmaceuticals

EDUCATION: Internship, Internal Medicine, AlbertEinstein Medical Center; M.D., Ponce School ofMedicine; B.A., Biology, Temple University

HOBBIES: Music, reading

BUCKET LIST: Learning languages

AWARDS/HONORS: 2009, Tribute to Women andIndustry (TWIN) Award, Schering-Plough; 2008,Shining Performance Award, Schering PloughResearch Institute; 2003, PRI Star Award, Bristol-Myers-Squibb Pharmaceutical Company; 2002,President’s Award, Bristol-Myers-Squibb Pharmaceutical Company; 2000, Top 10 Latinasin 2000, Latina Magazine, 2000, Women of Distinction Recognition, Girl Scouts of America;1999, Hispanic Business, 100 Most InfluentialHispanics in America; 1987, The Lillian C. Grosenberg Memorial Award, Albert EinsteinMedical Center

ASSOCIATIONS: American College of Physicians;Infectious Disease Society of America; AmericanMedical Association; American Society for Microbiologists; Healthcare Businesswomen’sAssociation

SOCIAL MEDIA:

Getting to Know...

Nancy Marie Ruiz, M.D.

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THE MOST INNOVATIVE LABORATORYFOR SCIENTIFIC RESEARCH

ISN’T A SCIENTIFIC LABORATORY.

Vancouver Convention Centre

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started as an idea to have Janssen, Merck, andLilly work together to share just GCP certifi-cation and contact details but ended up as abroad and powerful sharing platform that is re-moving the mountain of admin heaped on theinvestigator. This strategy has been validatedby Pfizer and Novartis joining the initiative,with all five companies — and more to come— now actively sharing a far more expandeddata set.

In this way DrugDev is transforming howindustry interacts with investigators, andmaking possible a whole new era in clinical re-search where sponsors, CROs, and sites de-velop more medicines by working moreclosely together.

By thinking big and making real, transfor-mational change, DrugDev hopes to helpbring relevant products to patients somethingthat Dr. Mahmood is passionate about becausehe sees the need as so great.

“We don’t fix anything for the most partand there is a mountain of exciting prototypedrugs out there that are too expensive to test,”he says. “If we can figure out a way to reducethe cost of development, many more moleculescan move through the pipeline.”

Others describe Dr. Mahmood as a breathof fresh air in a slow moving industry whoforces everyone around him to think outside ofthe box and not accept the status quo or incre-mental changes.

Dr. Mahmood’s inclination toward a careerin medicine was practically a foregone conclu-sion; he is one of four children — all doctors— born to Indian parents, who also were in-volved in healthcare. His mother was involvedin HIV program research in the UK for theBritish government, and his father worked fora pharmaceutical company for 30 years and be-fore that was a math professor.

As successful as Dr. Mahmood is, he sayshis mother would still like him to return tomedicine. But the self-admitted technologygeek is very happy transforming the industrythrough disruptive innovation solutions.

Through his leadership, Dr. Mahmood in-spires his employees to believe that they cantransform the cost and effectiveness of clinicaltrials, thereby pushing far more medicines

Commanders & Chiefs

21st century renaissance man, IbrahaimMahmood, B.M., has brought togetherhis love for technology, his medical

and finance experience, and a group of extraor-dinary people to take DrugDev from an excit-ing start-up to a leading global provider of “allthings investigator,” as he puts it.

In so doing, “Ibs,” as he is known throughthe industry, is disrupting the status quo anddriving transformational change in the clinicaltrial process — something he passionately be-lieves has to happen now or risk “a sticky endfor our industry and dragging the patientsdown with us.”

Dr. Mahmood went to medical school forthe same reason as most, he wanted to makesick people better. However, half way throughhis studies he realized that there isn’t a cure formost conditions, and so more often than notmedical professionals find themselves manag-ing conditions rather than fixing them.

While many pharmaceutical leaders com-plain about the cost of bringing new medi-cines to market, Dr. Mahmood and his team atDrugDev are doing something about it andfast. Since the acquisition of CFS Clinical inOctober 2013 and TrialNetworks in May ofthis year, his team has set the stage forDrugDev to revolutionize the way clinical tri-als are initiated and conducted.

In just the last 12 months, he has raisedwell more than $50 million of capital forDrugDev and completed multiple acquisitionsof best-in-class technology solutions to sim-plify life for the investigator at the clinical trialsite.

Dr. Mahmood’s success comes from hisworld-class team and their approach of prag-matic innovation. For example, DrugDev wasinstrumental in the creation of the InvestigatorDatabank, a cross-pharma collaboration in-volving more than 200,000 investigators that

Dr. Ibrahaim MAHMOODDr. Ibrahaim Mahmood hasset the stage for DrugDev to

revolutionize the way clinical trials are initiated

and conducted.

through the development process and improv-ing millions of patients’ lives. He hires highlycapable people and then lets them run theirown show while encouraging them to takerisks.

Outside of DrugDev, Dr. Mahmood isdeeply committed to helping improve health-care in developing nations and has done sothrough pro bono work building healthcareinfrastructures in the western HimalayaMountains of Pakistan and China, a joint AgaKhan and United Nations initiative. He hasalso funded building two schools in the West-ern Himalayas.

“I worked for a while for the Aga KhanFoundation in that region in the world and Ihad all these cool technology ideas about im-proving healthcare outcomes, such as mobileclinics because most of the time the problem isthat people can’t get to a hospital,” he says.“But in the end, the real innovation was oftenjust building a bridge or asphalting a road; itwasn’t a clever high-tech solution at all.”

His work in the Himalayas was the tough-est thing he has done.

“At home you have a good day, you have abad day, but what’s the worst that’s going tohappen?” he asks. “Make a bit less money,make a bit more money, upset a client, upsetan employee? Out there, you can witness awoman dying from a breach birth becausethere was no road to get her to a hospital. Itwas pretty shocking. Coming back to theWestern world and tackling investment bank-ing was easy after that.” PV

Changing the Game for Investigators

PASSIONATE. ECCENTRIC.


NECESSITY


COMPANY: DrugDev

EDUCATION: Bachelor of Medicine, Oxford University

FAMILY: Three children: 5, 3, and 1

BUCKET LIST: Become a politician, or an eccentric academic who spots interesting technology

TWEET AT: @DrugDev

SOCIAL MEDIA:

Getting to Know...

Ibrahaim Mahmood, M.D.

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Commanders & Chiefs

uthentic, inspirational, compassionate,smart, aspirational, passionate, results-oriented, and original are all adjectives

colleagues, peers, and friends use to describeMeryl Zausner.

Ms. Zausner, executive VP and chief finan-cial officer, of Novartis Pharmaceuticals Corp.,has spent the majority of her career redefiningnot only the role women play in business buthow business is conducted. She oversees busi-ness planning and analysis, strategic planning,business development and licensing, informa-tion technology, strategic sourcing, businessand administrative services, managed marketsfinance as well as tax and treasury business op-portunities, and financial reporting.

Ms. Zausner has spent more than 25 yearswith Novartis, seven years at Colgate PalmoliveCo., and three years in public accounting.

She quickly moved up the ranks, and in2000 she was tapped to help start up the globaloncology business at Novartis with David Ep-stein. From 2000 to 2008, she served as VP andchief financial officer of the oncology businessunit, and in 2001 she and the rest of the teamwere responsible for the launch of the futureblockbuster Gleevec. She counts this experience

Meryl ZAUSNER

Novartis’ Meryl Zausner is passionate aboutpatients, giving back, and paving the way forthe next generation of women leaders.

colleagues say she always finds a way to helpothers and takes the time to teach.

Many of Ms. Zausner’s projects and initia-tives are designed to remove obstacles that getin the way. In 2003, she helped formed Execu-tive Women Impacting Novartis (EWIN) toprovide mentoring and an open dialogue. In ad-dition, she chaired the company’s 2006 and2007 Global Diversity Council, of which shewas a founding member. She also sponsors No-vartis’ African Ancestry Cultural Exchange.

Ms. Zausner is also generous with her timeand chairs the audit committee of the Multi-ple Myeloma Research Foundation, which wasfounded by fellow PharmaVOICE 100 hon-oree and HBA Woman of the Year KathyGiusti, who has changed the way advocacygroups support patients and expedite newtreatments. She also is a board member forDeidre’s House, which was founded to ensurethat abused and neglected children in the Mor-ris County area are protected and counseled.Next on her list is getting involved withCASA (Court Appointed Special Advocates).CASA is a network of 951 community-basedprograms that recruit, train, and support citi-zen-volunteers to advocate for the best inter-ests of abused and neglected children in court-rooms and communities.

“I have kept the application in my bill paidfile for 20 years,” she says. “My first husbandand I wanted to volunteer, but with his ill-ness, work, and parenting, we couldn’t findthe time to do the required training and de-vote enough time to the children. My hus-band and I have committed to doing this inthe near term. Our passion is to help childrenwho can’t get what they need to flourish fromtheir families.” PV

Beyond the Numbers

as one of the highlights of her long career, andshe remains inspired by what she and her col-leagues were able to accomplish on behalf of pa-tients.

With few female role models to follow atthat time in the industry, which is why Ms.Zausner is so passionate about paying it for-ward, she did have the trust of Mr. Epstein,who made her part of the decision-makingprocess and gave her the confidence to succeed.

“I worked with some of the smartest andmost passionate people I’ve ever met,” she says.“We talk a lot about patients here at Novartis.I have one professional experience that reallyinspired me. At an advocacy luncheon severalyears ago, I was sitting next to a woman whoturned to me and thanked me for saving herlife. I said: ‘I didn’t have anything to do withsaving your life. I’m an accountant by train-ing.’ She responded: ‘don’t you help allocateresources to fund clinical studies and sites forthose resources?” I replied yes. She said she wasin one of those clinical studies, and was in hos-pice about to die when she received Gleevec.And here she was six years later. I share thatstory every time I speak to groups at Novartis.I tell people no matter who you are or whereyou work or what you do, you have an impacton saving people’s lives and that inspires meevery day.”

She is very passionate about making a dif-ference, giving back, and making the road for-ward easier for others.

In recognition of her efforts to empowerother women as leaders, in 2007 she wasnamed the Healthcare Businesswomen’s Asso-ciation’s Woman of the Year. During her ac-ceptance speech she shared a very personalstory that was inspirational and aspirational.

“My husband was ill for 14 years beforepassing away at the age of 43 in 1999 and asour son turned 9,” she says. “During that timeI often worried that I wasn’t at 100% on the joband what would happen to us if I lost my job.What I learned and shared is that it is okay tosometimes say no, that work doesn’t have to bea place to hide your problems, but sometimes aplace to solve them. We can have it all, but notalways as neatly and orderly as we would like.”

She has overcome serious adversity and stillrose to impressive levels in an organizationthat is mostly male dominated at the most sen-ior levels. Her workload is extraordinary, yet

COMPASSIO

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PATIENTS

TITLE: Executive VP and Chief Financial Officer

COMPANY: Novartis Pharmaceuticals Corp.

EDUCATION: B.S., Accounting and Economics,State University of New York at Albany

FAMILY: Husband, son, stepdaughter, son-in-law,and 1.5 grandchildren

HOBBIES: Cooking and entertaining, theatre,tennis, fishing, mentoring and coaching

BUCKET LIST: Join CASA; start an investment clubwith her closest girlfriends; join one or two boards;spend more time with her family; learn to play golfand bridge; travel to Vietnam, Cambodia, EasternEurope, Antarctica, Hawaii, Canadian Rockies, National Parks; learn to stand on her head, visitevery museum in New York City

AWARDS: 2007 Woman of the Year, HealthcareBusinesswomen’s Association; CFO Women InFinance; Gilda’s Club Red Door Award Winner

ASSOCIATIONS: Healthcare Businesswomen’s Association, EWIN (Executive Women ImpactingNovartis), African Ancestry Cultural Exchange,AICPA, the New York Society of CPAs

SOCIAL MEDIA:

Getting to Know...

Meryl Zausner

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