| What is your agency name? | |
|---|---|
| Michael Pruskowski "MP", SVP Strategic Planning | DH |
| Karen Warth, SVP, Account Management | DH |
| Tiffany Marsh Group Account Director | HB |
| David Brennan, Group Account Director | HB |
| Robert Batista SVP, Business team leader | SSW |
| Camelia Walker - Director, Production | HB |
| Jan Weinstein EVP Media | PHM |
| Kimberly Romagnola EVP, Realationship Lead | HB |
| Jackie Jay, SVP, Group Account Director | SSW |
| Katie Wade, Group Account Director | HB |
| John Keefe, Team Member | Payersciences |
| Carly Rom VP, Media | PHM |
| Beth Barron, EVP Client Partner | |
| Andrea Ross, VP Brand Strategy Director | SSW |
| Meredith McGrath, VP | PHM |
| Ryan Taggart, Chief Client Officer | RFH |
| Kate Edmonds, SVP Group Account Director | RFH |
| January Coyle SVP, Director of Engagement Strategy | SSW |
| Brendan Ward, EVP Creative Director | SSW |
| Brett Andrea - Team Member | Payersciences |
| Sarah Larcker, VP/GD Brand Planning & Strategy | DH |
| Lora Lukin EVP, Executive Creative Director | DH |
| Tereze Kunkel, VP Group Director Account Management | DH |
| Laura Maddox, GVP Data & Analytics | DH |
| Amy L Peters - VP, Group Account Director | DH |
| What accounts do you work on? | |
| Michael Pruskowski "MP", SVP Strategic Planning | Keytruda |
| Karen Warth, SVP, Account Management | Merck (Keytruda and Lenvima Consumer AOR), TEDMED (Social AOR for event annually) |
| Tiffany Marsh Group Account Director | OCREVUS and ENSPRYNG |
| David Brennan, Group Account Director | Opdivo (BMS), Zelnorm (Alfasigma USA) |
| Robert Batista SVP, Business team leader | Procter & Gamble (Oralcare), Sanofi (Multaq), Abbvie (Duopa), Sanofi Pasteur (Pentacel, Adecel, Menactra, MenQuadfi), Align Technologies (invisalign, itero) |
| Camelia Walker - Director, Production | BMS/OPDIVO and Abbott Diabetes Care |
| Jan Weinstein EVP Media | AbbVie |
| Kimberly Romagnola EVP, Realationship Lead | Eliquis, Opdivo, Alfasigma, Janssen, Abbott |
| Jackie Jay, SVP, Group Account Director | Novo Nordisk Diabetes - US and Global; AbbVie Gastro HCP and Consumer |
| Katie Wade, Group Account Director | Janssen and Eliquis |
| John Keefe, Team Member | Sanofi Genzyme, CSL Behring, BaudaxBio, New Business |
| Carly Rom VP, Media | AbbVie |
| Beth Barron, EVP Client Partner | GSK |
| Andrea Ross, VP Brand Strategy Director | AbbVie: HUMIRA HCP Rheumatology, Galderma: AKLIEF, Epiduo Forte Gel |
| Meredith McGrath, VP | AbbVie |
| Ryan Taggart, Chief Client Officer | Genentech, Oncopeptides, Pfizer |
| Kate Edmonds, SVP Group Account Director | GSK Zejula, integrated AOR (global, US, Consumer, Professional) |
| January Coyle SVP, Director of Engagement Strategy | I work across accounts but currently focusing time on Sanofi and Ipsen. |
| Brendan Ward, EVP Creative Director | Abbvie (HUMIRA Gastro Consument, HUMIRA Gastro HCP, HUMIRA/Skyrizi/Rinvoq Complete, HUMIRA IAE) AbbVie (Mavyret) Novo Nordisk (Rybelsus) P&G (Oral B, Align) NAMI (National Alliance on Mental Illness) WCS (Wildlife Conservation Society) |
| Brett Andrea - Team Member | GSK |
| Sarah Larcker, VP/GD Brand Planning & Strategy | Gilead, Genentech |
| Lora Lukin EVP, Executive Creative Director | Pfizer, Gilead, AbbVie, Genentech |
| Tereze Kunkel, VP Group Director Account Management | Keytruda Consumer AOR |
| Laura Maddox, GVP Data & Analytics | AbbVie, Gilead, EMD Serono, Supernus, DBV |
| Amy L Peters - VP, Group Account Director | AbbVie |
| What is your background, in terms of agencies, accounts, and client-side experience? | |
| Michael Pruskowski "MP", SVP Strategic Planning | Ogilvy (Commonhealth), Boomerang (Accenture), FCB, ARNOLD, Intouch. |
| Karen Warth, SVP, Account Management | I am an experienced senior business leader. I have 25+ years of experience in leading Account Management teams and large brand engagements. I have started/helped build several small agencies - including founding my own full-service digital agency (web, online media, search, etc) that serviced numerous leading Pharma brands. I sold that agency and did independent consulting until 2014 - when I joined Digitas Health. My specialty is large, digital brand engagements. |
| Tiffany Marsh Group Account Director | 10+years agency experience, mostly in oncology and now neurology. Started career on the agency side but have been most of years on the agency side at some of the big NYC agencies. |
| David Brennan, Group Account Director | 19 years of agency experience in account management, almost entirely digital. 10 years of pharmaceutical focus, roughly split between Patient and HCP. Pharma clients include Orencia (BMS - RA), Reyataz (BMS - HIV), Pradaxa (Boehringer-Ingelheim - cardiovascular), Opdivo (BMS - oncology) and Zelnorm (Alfasigma USA - IBS). Non-pharma categories include CPG (Fujifilm, Minutemaid, Mars, Gerber), financial (Citi) and automotive (Kia, Chrysler). |
| Robert Batista SVP, Business team leader | Career employee at Medicus, Saatchi Wellness Oralcare, Women's Health, Diagnostics, Parkinson's, Respiratory, Diabetes, Oncology, Vaccines, Cold & Flu, Digestive Wellness, Infant Nutrition, Hormone Replacement Therapy, Cardiovascular |
| Camelia Walker - Director, Production | Over 17 years advertising professional with proven record of successful expertise in project management, strategic marketing and executive coaching with a focus on outcomes - such as talent retention and effective teams. Outstandingly adept at managing the execution of large scale, complex creative and technical development projects from conception through delivery. Category Experience: Automotive, CPG, Education, Energy, Express Logistics, Financial Services, Government/Non-Profit, Pharmaceutical, Technology/Consulting, Travel & Leisure Agencies: - Draft FCB - Grey - BBDO/Atmosphere Proximity - Euro RSCG - SSW Client-Side Experience - 5yrs as a Relationship Marketing Manager at TIAA-CREF, directly being a marketing Client working with Ogilvy for a year before moving to agency side. |
| Jan Weinstein EVP Media | Wavemaker - GroupM Carat - Dentsu Aegis FCB - Interpublic Significant Pharma, including Amgen, Pfizer, Lilly, Merck. Also CPG, Macys, US Census, travel |
| Kimberly Romagnola EVP, Realationship Lead | I have over 20 years in healthcare marketing. I have worked at CDM, FCB and Grey. I have worked on my brands. I have extensive experience in many different therapeutic areas from CV to Oncology. |
| Jackie Jay, SVP, Group Account Director | Joined Publicis Health in 2016, as a VP, Account Director at Medicus. Until mid-2019 was lead on AbbVie Derm HUMIRA HCP work. Mid-2019 transitioned to Novo and Gastro, as noted in question 3. Prior to Publicis, was with BGB for several years, most recently managing Biogen MS portfolio. |
| Katie Wade, Group Account Director | I worked on the client side briefly but the rest of my career has been on the agency side. Besides Heartbeat, I've worked at two other agencies on the following accounts: Dairy Queen, Diageo Brands (Smirnoff, Jose Quervo), US Coast Guard, McGraw Hill |
| John Keefe, Team Member | Agencies -- Emron/IQVIA (5 years), Maxcess/Publicis (8 years), Payer Sciences/Publicis (3 years) Client Side -- Roche/Genentech (10 years), Baxter (3 years) Accounts -- many |
| Carly Rom VP, Media | I have been with Publicis 10 years, spending half my time at Starcom and half at PHM. |
| Beth Barron, EVP Client Partner | Started at PHM in 2008, left in 2012 went to CMI/WPP, came back at end of 2018 |
| Andrea Ross, VP Brand Strategy Director | Wunderman Health (strategist), Area 23 (Senior Strategist), Saatchi & Saatchi Wellness (VP Brand Strategy Director). Strategy lead on my accounts. Have worked on pharma brands on the consumer and professional sides across a wide range of disease states. |
| Meredith McGrath, VP | Strategy & Digital OMD - 3.5 years - State Farm, PepsiCo, Gatorade Optimedia/Blue 449 - 5+ years - Nintendo PHM - 2.5 years - AbbVie |
| Ryan Taggart, Chief Client Officer | 20+ years agency experience; have held a variety of account and agency leadership roles |
| Kate Edmonds, SVP Group Account Director | I have been at Publicis for the last 12.5 years. Working on a variety of large accounts: BMS, AstraZeneca, AbbVie (for 7 years) and GSK. |
| January Coyle SVP, Director of Engagement Strategy | I went to school for pharmaceutical marketing and have held a number of positions in the field since. I started in market research and KOL consulting moving to Verilogue in 2008. At Verilogue, I started as a research analyst, shifting to US BD and then a global launch before leaving to explore advertising. I worked at neon, FCB Health prior to SSW with all agency side roles focused on strategy. At this point, I've worked across most clients and disease states. |
| Brendan Ward, EVP Creative Director | Grey Worldwide: General Foods (Multiple Post Cereals, Minute Rice), Tonka, Kenner, Quaker State Motor Oil, Block Drug (Polident), Chattem (Aspercreme), General Mills (Red Lobster), Pro Bono (United Way) Grey Healthcare: Sanofi (Lantus), Astra Zeneca (Crestor), Forest (Lexapro), Celgene (Abraxane), BI (Viramune), GSK (Advair, Augmentin), Pfizer (Exubera, Premarin, Prempro), Pro Bono (HBA, Jed Foundation, American Foundation for the Blind) Wunderman: Citibank Ammirati Puris Lintas (UPS, HSBC, Dell, 3M, RCN Cable, Lamisil, Aquafresh) Cement Bloc: Merz Aethetics (Xeomin, Belotero), J&J Acuvue (Full line of Acuvue contact lenses), UCB (Cimzia), Baxter (Advate) LLNS: Ethicon Endo-Surgery (Harmonic, Echelon Flex, Endopath), DePuy Synthes (Full line of reconstructive products), UCB (Keppra), Pfizer Oncology (Xalkori), Pfizer Corporate (Personalized Medicine), Merck (Januvia, Women's Bone Health, Oxytrol), Novartis (Afinitor), Pro Bono (HBA) |
| Brett Andrea - Team Member | I have a traditional agency background starting on the professional side at ICC and later McCann then transitioning to the Payer side of the business starting at Hobart (precision for value) and now Payer Sciences. I have predominantly worked in Oncology my entire career, with other disease states interspersed throughout my time. |
| Sarah Larcker, VP/GD Brand Planning & Strategy | 13-year veteran at DH, where I've worked on a variety of accounts and new biz. The vast majority of the last 10 years of my time have been dedicated to Gilead and the HIV space. No direct client-side experience. Previously job was in market research and data sciences. |
| Lora Lukin EVP, Executive Creative Director | I've always been on the the Creative side of ad agencies. I've worked across many healthcare categories with Pharma companies like, Pfizer, Gilead, Genentech, Novartis, AbbVie, Wyeth, GSK, AstraZeneca, Teva, Merck, EMD Serono, and BMS. |
| Tereze Kunkel, VP Group Director Account Management | In the agency world since 2002. Cut my teeth at a traditional, small advertising agency. Worked across accounts from BtoB, CPG to general consumer marketing; clients like DAK Americas, Margaritaville Fish/Shrimp. Moved to another Philadelphia based agency that specialized in Consumer Brand Development in 2007 (160over90). Working on accounts such as, Nina Shoes, Michigan State University, Greater Philadelphia Marketing and Tourism Company, Bosch Tools. Starting working at DH in 2010, brought on to help lead TV, Radio and Print work for an AstraZeneca, statin, launch product. Over the course of my time at DH I've worked across HCP and Consumer in the Oncology (Amgen and Keytruda) Infectious Disease (Gilead, majority of my time spent in the HIV treatment and prevention space) and Diabetes (Novo Nordisk). |
| Laura Maddox, GVP Data & Analytics | 10 years at DH in Strategy & Analytics/Data & Analytics: AZ, Sanofi, Gilead, AbbVie, DBV, Novartis, Shire, EMD Serono 3 years in Global Client Services at IMS Health (now IQVIA): Pfizer, BMS, GSK, McKinsey consulting, and many more that are escaping me |
| Amy L Peters - VP, Group Account Director | Interactive television/consumer marketing and operations, production and deployment management within agency, internal agency (pharma) experience |
| As if you were writing to a prospective client, describe the agency in no more than 3 sentences: | |
| Michael Pruskowski "MP", SVP Strategic Planning | Smart, lean and fun |
| Karen Warth, SVP, Account Management | Digitas Health is a leading healthcare agency that embraces their motto of "helping not selling." DH partners with clients to engage agency expertise and larger network resources for a modern brand communication plan. We are experts in Content Management for today's complicated and diverse digital communications platforms. We focus on helping brands gain long-term customer engagement and attention to sustain positive business impact. |
| Tiffany Marsh Group Account Director | Heartbeat in a full service medical communications agency that breaks from the traditional. We are challengers that help solve our clients problems |
| David Brennan, Group Account Director | Heartbeat is full-service pharmaceutical marketing agency offering our clients end-to-end services from strategic planning to creative execution to measurement and optimization. |
| Robert Batista SVP, Business team leader | SSW is an agency of incredibly diverse and talented individuals with a passion for healthcare. The agency is an integral part of the Publicis Health network, and is a conduit to all the specialties and innovations the network has to offer to help clients meet and exceed their goals. |
| Camelia Walker - Director, Production | Heartbeat is a trusted partner you can count on. It values people first. Knowing that if you take care of the people, the people will take care of the business in a personal way. |
| Jan Weinstein EVP Media | We live health and have a team of smart, innovative and passionate people dedicated to health and wellness. Bettering our patients lives are our driver in determining the best media solutions to assure our clients contribution to their health is known and utilized. We deliver patient outcomes in their healthcare choice that drive your business outcomes. |
| Katie Wade, Group Account Director | Heartbeat is a digitally-native full service agency that has been around for over two decades with deep expertise in the healthcare space. Our team is insight driven and strategically minded to ensure that you receive the best possible results. We have over 200 employees, across a full spectrum of disciples, and extended global reach through our network, Publicis Health. |
| John Keefe, Team Member | A market access consulting firm focused that combines data analytics and marketing communications expertise to support or pharmaceutical and biotech clients in gaining appropriate access and ensure pull-through for their products. |
| Carly Rom VP, Media | We are a health and wellness agency fueled by people who are both passionate and experts in health. We collaborate with our clients to provide best in class marketing solutions that help drive businesses, focusing on unique and innovative solutions that allow for meaningful connections with patients. |
| Beth Barron, EVP Client Partner | We are passionate about health and experts in healthcare media reaching all customers (patients, HCPs, etc). We are an indispensable partner to ensure you reach your business goals through strategic planning and industry best-in-class measurement. |
| Andrea Ross, VP Brand Strategy Director | Saatchi & Saatchi Wellness is a full-service creative and strategic agency which can partner with your team to shape your brand strategy and bring your brand to life to its fullest potential. We partner with you to deeply understand your audience, your business, and your competition and to navigate a strong and enduring path forward. |
| Ryan Taggart, Chief Client Officer | At Razorfish Health we’ve made it our mission to really understand today’s health care professional needs better than any other agency. Our teams come with real-world, hands-on experience in your therapeutic category. Working with Razorfish Health means not only partnering to develop your messages for maximum relevance, we also design practical educational content for the busy clinician that is relevant to their practice and aids in the day-to-day management of their patients. |
| Kate Edmonds, SVP Group Account Director | Integrated creative agency with deep medical expertise. Client focused, brand stewards. |
| January Coyle SVP, Director of Engagement Strategy | SSW is a full service agency built to respond to individual client needs. We take pride in our work and your business and will support the growth and expansion of your brand in thoughtful and innovative ways. It is our people that truly make the difference. |
| Brett Andrea - Team Member | Payer sciences approaches the world of Payer Marketing through a new lens. We use data to guide our actions and tailor our approaches to meet any opportunity a brand my present. We would love to meet you and challenge your way of thinking. |
| Sarah Larcker, VP/GD Brand Planning & Strategy | Digitas Health is a creative agency dedicated to helping health brands navigate a complex and shifting environment to create deeper, more relevant connections with their customers and drive effective business outcomes. We believe the best way to do this is by helping people make better, more confident health decisions, an idea we call "Helping Not Selling." As a member of Publicis Groupe, we are part of an ecosystem of agencies with specialization across the entire health landscape, allowing us to tap into the right expertise at the right time in a fluid and coordinated manner to best fit your specific needs. |
| Lora Lukin EVP, Executive Creative Director | Understanding the ever evolving world of communication, we have transformed ourselves, and the way we work, to bring innovative approaches to every product, client, and endeavor we take on. By successfully intertwining strategy, creativity, medicine, and technology, we are able to push the boundaries of health advertising, generating a long-list of first-ever's across mediums and categories. |
| Tereze Kunkel, VP Group Director Account Management | Helping not selling |
| Amy L Peters - VP, Group Account Director | DH has an extraordinary amount of talent across capabilities that bring to life a purpose built team dedicated to servicing business needs. DH strives showcase the value in team - across the network, internally as well as through our partnerships. |
| When you consider your clients, what do they most value about the agency? | |
| Michael Pruskowski "MP", SVP Strategic Planning | Have not spoken to one yet |
| Karen Warth, SVP, Account Management | Our strategic leadership and input as well as world-class creative that goes beyond television and creates brand engagement/experiences. |
| Tiffany Marsh Group Account Director | Hard work, medical and landscape expertise. Willingness to get the job done |
| David Brennan, Group Account Director | Our clients value our partnership, our ability to think strategically and holistically, our award-winning creative thinking, our dedication to their brands and our ability to work quickly and efficiently |
| Robert Batista SVP, Business team leader | Partnership Transparency Executional Excellence Innovation |
| Camelia Walker - Director, Production | Agility. Reliability. Being proactive. Thinking bigger picture, while keeping laser focus on executing the ask. |
| Jan Weinstein EVP Media | Business knowledge and process. |
| Katie Wade, Group Account Director | They are looking for true partnership; a team that knows and understands their business and is honest and transparent in their approach. |
| John Keefe, Team Member | Market access expertise; one-stop shop; strategic and tactical capabilities; quality of deliverables |
| Carly Rom VP, Media | Our expertise Buying power Network Resources |
| Beth Barron, EVP Client Partner | our strategic thinking and buying power |
| Andrea Ross, VP Brand Strategy Director | Strategic thinking, solution-oriented approach to work, "great people to work with." |
| Ryan Taggart, Chief Client Officer | They value the dedication and commitment of the people on their teams, the solutions we bring, the active involvement of senior team members, as well as the understanding of both the audience and the therapeutic area |
| Kate Edmonds, SVP Group Account Director | Strategic thinking, thoughtful partnership, thinking ahead. |
| January Coyle SVP, Director of Engagement Strategy | They value the partnership, commitment and talent that we bring to the table. |
| Brendan Ward, EVP Creative Director | Depth of resources throughout the P01 model. Broadcast sophistication. High level of creativity. |
| Brett Andrea - Team Member | Our ability to challenge the norms through insightful analytics and a-typical thinking. |
| Sarah Larcker, VP/GD Brand Planning & Strategy | Our long-term clients in particular say we are highly strategic and thoughtful, deeply understand the current and future business needs, and make beautiful, highly effective work. We are good strategic partners for them, not (just) an executional agency. |
| Lora Lukin EVP, Executive Creative Director | Our proactivity and dedication to their business. |
| Tereze Kunkel, VP Group Director Account Management | Our approach to patient centricity, vast experience and candor. |
| Amy L Peters - VP, Group Account Director | Understanding their business as well as their goals/objectives for the benefit of the patients we serve to help. Developing, educating and working to rethink and challenge the way we work. |
| When you consider your clients, what do they need but are not getting from the agency? In other words, do you see any missed opportunities in terms of fulfilling unmet client needs? This is not meant to be negative, but instead to have you consider Organic Growth from a "client need" perspective. | |
| Michael Pruskowski "MP", SVP Strategic Planning | Have not spoken to one yet |
| Karen Warth, SVP, Account Management | For Merck specifically, providing holistic strategy for Patient services/support platform and CRM is the largest unmet need for the Keytruda brand. DH was not considered to lead this effort - and McKinsey was provided a contract to initiate this strategy. |
| Tiffany Marsh Group Account Director | They have needs for an integrated agency between consumer and HCP (they are not going to do this). They also need a cheap agency shop to do small executional projects for low cost. |
| David Brennan, Group Account Director | Our biggest challenge is the structure and culture at BMS. Our clients are constrained by their Brand team counterparts, and require the freedom and confidence to make their own strategic and creative decisions. A comprehensive digital strategy and tactical road map would be a good start toward providing them with ownership of their work; though we've made multiple attempts o on that front the nature of the business tends to be reactive rather than proactive. Instead, organic growth tends to come from scope creep and last-minute requests outside of our established budget parameters. That said, we have made inroads into new channels and capabilities over the years. On Alfasigma, we are AOR across channels, and therefore are able to bring more integrated recommendations to our clients that can in turn drive our budgets. |
| Robert Batista SVP, Business team leader | Strategic leadership / partnership (Sanofi Pasteur) Value realization (Sanofi Pasteur) |
| Camelia Walker - Director, Production | I believe we can do better to decipher their internal organizational noise. Clients internal operations tend to be layered and complex with competing priorities. They themselves need direction and sometimes we miss opportunities to filter the noise for them into steady strategic actions. |
| Jan Weinstein EVP Media | Seamless process and “perfection”. Fee migigation. |
| Katie Wade, Group Account Director | Often times the teams are consumed with the day to day work and do not have a lot of extra time to focus on growth opportunities. |
| John Keefe, Team Member | Digital, non-personal promotion in the payer space has been very limited historically. The challenge is accessing incremental budget to implement this supplemental effort. |
| Carly Rom VP, Media | From their perspectives- the basics Streamlined and simple deliverables/presentations Quick responses Tailored communication styles i.e. e-mails vs. phone calls Fast/Clear business results |
| Beth Barron, EVP Client Partner | integration of hcp and patient media planning |
| Andrea Ross, VP Brand Strategy Director | More seamless presentation of offerings across disciplines. |
| Ryan Taggart, Chief Client Officer | We need to be faster to respond to market dynamics and subtle client challenges |
| Kate Edmonds, SVP Group Account Director | Being able to scale the business quickly--staffing the account for existing work, so that we can take on more work. |
| January Coyle SVP, Director of Engagement Strategy | At times we lack a sense of urgency and allow process to inhibit us. Some of this is due purely to resource constraints. |
| Brendan Ward, EVP Creative Director | Cheaper production options when it comes to video. Quicker staffing for unfilled roles. |
| Brett Andrea - Team Member | I think all clients want more strategic input, but find it difficult to know what to do with the input. If anything our clients could benefit from greater integration with the PS team allowing us to more fully partner with them. |
| Sarah Larcker, VP/GD Brand Planning & Strategy | Precision and speed. Our clients see and value us as strategic partners. We are also quite expensive compared to other shops, but this can be justified given our position as strategic partners, which is very hard to find in a creative agency. But we are also relatively slow in execution. Our clients need to trust us to pull projects through from idea to flawless execution, where we sometimes fall down. Clients also need us to be thinking ahead and proactive, not just in terms of creative ideas but in terms of challenges coming down the road for their business. |
| Lora Lukin EVP, Executive Creative Director | We are often only involved in one aspect of the business which gives us a limited view of how we can bring in other agency partners or provide recommendations that could help our clients grow in areas outside of promotional marketing. |
| Tereze Kunkel, VP Group Director Account Management | Really time competitive insights, POVs we tend to be more retrospective than proactive. Product of time, workload and at times margins... |
| Amy L Peters - VP, Group Account Director | Our clients push for faster results. Faster is better - forget about the strategic thought process, new technology capabilities, pharma challenges. We live in a world of digital transformation, however need to be realistic in how we build brand trust with our target audiences. |
| When you think about competitive agencies, what benefit do you provide to clients that they don’t? | |
| Michael Pruskowski "MP", SVP Strategic Planning | Fun and i have the sole focus of making them a rock star. We all provide the same things. I think its our perspective on those things that makes us unique. |
| Karen Warth, SVP, Account Management | DH is a leading agency that provides full consumer marketing expertise - from branding to digital to traditional marketing. The competitive set of agencies at Merck is more niche focused. |
| Tiffany Marsh Group Account Director | They don't have the expertise that we have in the space and the relationships we hold in the community. |
| David Brennan, Group Account Director | On BMS, Heartbeat offers a true understanding of digital best practices with regard to user experience, technology and process that our AOR counterparts cannot come close to matching (though they have certainly tried, often behind our backs in an effort to take over the digital business). |
| Robert Batista SVP, Business team leader | Our network of specialized and regional sister agencies who ACTUALLY partner for the greater good of clients. |
| Camelia Walker - Director, Production | Our Heartbeat folks are invested in a personal way. Because of our senior leadership to see everyone as a human, you develop a connection with Heartbeat as a 'human' - you want to help win. Folks who work here, are brilliant and always learning. Our Clients get inquisitive minds who are seeking industry knowledge always. Our intellectual property is something that easily sets us apart from others. |
| Jan Weinstein EVP Media | Strong loyal team in their backyard. Advanced proven analytics. Marketplace advantages in buying. |
| Katie Wade, Group Account Director | Transparency |
| John Keefe, Team Member | Our proprietary tools (PTO, AMP, AIM), analytics capabilities (contracting strategy, communication analytics, etc.), forward-thinking advice |
| Carly Rom VP, Media | expertise in health deep knowledge of their business understanding of ways of working and infrastructure to make that happen resources to get the job done RIGHT |
| Beth Barron, EVP Client Partner | a strong history in hcp data utilization for targeting and measurement, they position themselves as the "only ones" who can do what they do |
| Andrea Ross, VP Brand Strategy Director | Finding a way to yes. They are upset when other agencies can't meet deadlines and aren't creative about finding ways to get work out nimbly when needed. Clients appreciate SSW's ability to problem solve to get the work done intelligently and at a high quality without saying that quick turnarounds are "impossible." |
| Ryan Taggart, Chief Client Officer | We have a focus on the health care professional, and have regular conversations with HCPs in the target audience to gain insights and understand their needs. |
| Kate Edmonds, SVP Group Account Director | Diverse experience and an integrated approach to consumer and professional work |
| January Coyle SVP, Director of Engagement Strategy | I think we are just starting to solidify our competitive advantage in the outputs to outcomes approach but currently most agencies provide roughly the same set of services. |
| Brendan Ward, EVP Creative Director | The power of a deep network. |
| Brett Andrea - Team Member | Fully integrated analytics teams and a consultative/strategic account lead. Most agencies have a fundamental structure difference which only allows the senior strategists to swoop in and peel off. At PS they are fully integrated in the team. The direct access and connection to the data also allows us to bring forward more insights to influence the decisions that direct the account. |
| Sarah Larcker, VP/GD Brand Planning & Strategy | Strategic rigor and quality of thought. We are very much not a quick executional agency, and in fact we're prohibitively expensive for that work alone. Where we shine is depth of understanding of the issues and complexities facing our clients, and helping them structure the work to address these challenges in a creative way. |
| Lora Lukin EVP, Executive Creative Director | We tend to have a more holistic view of their brands. We are able to create materials that span target audiences and have experts in social, digital, science, creative, strategy, and account relationship that other agencies often lack. |
| Tereze Kunkel, VP Group Director Account Management | I do feel like we have a level of dedication, passion and ability to not just yes our client's to death, which I feel puts a better value exchange to our clients, the end in market work/consumer needs. |
| Amy L Peters - VP, Group Account Director | Talent across all facets of the business - strategy, creative, user experience, technology, compliance/regulatory, marketing operations - overarching quality of talent and work. |
| Are there any agencies you believe to be at the forefront of reinventing the industry? Building on this, are there any companies or business models outside the industry that you believe agencies could take some lessons from? Why? | |
| Michael Pruskowski "MP", SVP Strategic Planning | hmmmm, Apple, Amazon, Facebook, consultants |
| Karen Warth, SVP, Account Management | No agencies come to mind. There are other networks attempting to bring stronger data and insights to the core of communications strategy - but I don't believe anyone has been able to do that holistically yet. We could probably evaluate CPG or financial models for similar shifts in customer engagement. |
| Tiffany Marsh Group Account Director | CreateNYC |
| David Brennan, Group Account Director | None that I can think of, although I don't really follow other agencies too closely. I've seen a few innovative tactics here and there, but question whether they actually drive business for their clients. Depends on the brand, category, patient type, etc. |
| Robert Batista SVP, Business team leader | Klick |
| Camelia Walker - Director, Production | Google. Yes yes, I know. The monster (depending on who you're having dinner with). But Google is doing something right not only in the external but more importantly with the internal. Heartbeat is touching on the core of it, in how they approach employee satisfaction, but Google takes it to another level and yes, they can with their resources. As I mentioned above, when you take care of the people, the people takes care of the business. And Google seems to put it all on the line for this belief. They are all about the entire employee package, offering massages, catered meals, generous parental leave and other amazing benefits — in addition to being one of the highest-paying companies in America. When employees want to see the organization do well, they bring their very best selves and productivity to the table each day. |
| Jan Weinstein EVP Media | Possibly CMI/GroupM Uber/AirBNB/Amazon - based on tech and automation. |
| Katie Wade, Group Account Director | Financial institutions are also in a regulated environment and there are likely learnings that would translate to pharma. |
| John Keefe, Team Member | Communications only agencies are becoming commodities. Using analytics to develop strategy, tailor communications, and drive tactics will win the future. |
| Carly Rom VP, Media | N/A |
| Beth Barron, EVP Client Partner | I think we can learn a lot from consulting agencies |
| Andrea Ross, VP Brand Strategy Director | Klick stands out as a game-changer, FCB Health stands out as a consistent winner. |
| Ryan Taggart, Chief Client Officer | Klick. Continuous focus on innovation and innovative solutions |
| Kate Edmonds, SVP Group Account Director | I think the Po1 approach that Publicis applies is effective. I think more emphasis should be placed on existing business, versus new business. Thoughtleaders are spread too thin. |
| January Coyle SVP, Director of Engagement Strategy | Klick Health and 21 Grams are consistently noted for thinking outside of the box and pushing limits. We used to hear more from Sound but haven't recently. Area 23 also is a perennial award winner. I'm not clear on if any of these are based on their business models but being fully staffed and less bureaucratic would benefit us at SSW. |
| Brendan Ward, EVP Creative Director | Google. They're innovating on simple solutions on open platforms that can benefit clients on a less expensive model. |
| Brett Andrea - Team Member | I do believe that Payer Sciences is at the forefront of the payer marketing industry, we have an innovative model and a unique approach to the business that challenges the norms in a very positive and provocative way. |
| Sarah Larcker, VP/GD Brand Planning & Strategy | I'm intrigued by companies like Red Antler that are taking equity in companies they work with. Not sure this is a relevant business model for Publicis, and I do think Power of One has proven to be effective and appealing for clients. The concept of bringing more data rigor (Epsilon, Spine, etc) to our work will be critical going forward for our continued success. |
| Lora Lukin EVP, Executive Creative Director | I think other agencies are doing it in pockets. FCB Health does a great job of combining efforts across their sister agencies. Omicom has nailed down a cross agency platform team that helps clients like Merck get the best of the best teams for their various business needs. |
| Tereze Kunkel, VP Group Director Account Management | None that jump out at the moment but I will think on this further for the live session |
| On a scale of 1-10, how well are your client strategy and execution presentations backed up by an irrefutable logic trail? | |
| Michael Pruskowski "MP", SVP Strategic Planning | 10 |
| Karen Warth, SVP, Account Management | 7 |
| Tiffany Marsh Group Account Director | 8 |
| David Brennan, Group Account Director | 8 |
| Robert Batista SVP, Business team leader | 8 |
| Camelia Walker - Director, Production | 7 |
| Jan Weinstein EVP Media | 5 |
| Katie Wade, Group Account Director | 7 |
| John Keefe, Team Member | 8 |
| Carly Rom VP, Media | 10 |
| Beth Barron, EVP Client Partner | 7 |
| Andrea Ross, VP Brand Strategy Director | 8 |
| Ryan Taggart, Chief Client Officer | 6 |
| Kate Edmonds, SVP Group Account Director | 10 |
| January Coyle SVP, Director of Engagement Strategy | 7 |
| Brett Andrea - Team Member | 9 |
| Sarah Larcker, VP/GD Brand Planning & Strategy | 8 |
| Lora Lukin EVP, Executive Creative Director | 5 |
| Tereze Kunkel, VP Group Director Account Management | 8 |
| Amy L Peters - VP, Group Account Director | 6 |
| How would you define a Target Audience Insight? | |
| Michael Pruskowski "MP", SVP Strategic Planning | A deep truth (not an observation) relevant to the target and brand that leads to a competitively differentiated idea powerful enough to change behavior. |
| Karen Warth, SVP, Account Management | A key behavior that is a result of the target audience's realities - cultural, situational, etc - that define how that audience would receive a brand engagement opportunity. |
| Tiffany Marsh Group Account Director | Information that is based on a feedback or actions from your key customers. |
| David Brennan, Group Account Director | A key unmet need (challenge, goal, etc) or motivating behavior that can be leveraged to drive brand interest or preference. |
| Robert Batista SVP, Business team leader | A target audience insight is...a truth that the audience may or may not be aware of. The best insights generate or unearth unresolved tension. |
| Camelia Walker - Director, Production | the analysis of your specific group of people/customers/clients behaviors/location/age/income/etc. in regards to your products/services/goods or those similar to yours. Essentially, it should give you direction for your advertising and ensures more consistency in your messaging, so you can build stronger relationships with your end user. |
| Jan Weinstein EVP Media | An actionable learning that sets us on a path of creation and recommendation. |
| Katie Wade, Group Account Director | Detailed description of the target - who they are, how they behave, how they consume information, unmet needs, demo graphic info, etc |
| John Keefe, Team Member | Detailed understanding of a driver of behavior supported by research, analytics, or other evidence |
| Carly Rom VP, Media | Use the strategic target as a baseline and input relevant data into our tools to generate a proxy target that is able to be targeted via media. |
| Beth Barron, EVP Client Partner | a piece of data and information that can be transformed into an actionable identifier used in targeting |
| Andrea Ross, VP Brand Strategy Director | Population defined by a demographics, psychographics, and behaviors associated with increased receptivity and/or importance to being customers. |
| Ryan Taggart, Chief Client Officer | A unique, little known aspect of the audience that drives behavior |
| Kate Edmonds, SVP Group Account Director | What is the truth behind the attitudes and behaviors...the why? |
| January Coyle SVP, Director of Engagement Strategy | Target audience insight is derived from diving deep into all available client research while supplementing with agency resources to uncover what drives our audience in their current actions to best assess what will drive them to shift behaviors. |
| Brett Andrea - Team Member | a target audience insight is any piece of information that allows you to gain a more precise perspective of your audience. |
| Sarah Larcker, VP/GD Brand Planning & Strategy | An insight, generally, is an "unthought known." It's a tension core to our target audience that illustrates a deep desire and the barriers preventing them from achieving that desire. I like to write insights in the following format: "I want... so that... but..." |
| Tereze Kunkel, VP Group Director Account Management | Demo/psychographics, affinities/interests, health behaviors, journey insights barriers/needs. Very broad question, can be many different things. |
| Amy L Peters - VP, Group Account Director | The ability to reach patients and determine the stage of their journey based on their engagement path (data sets) to find the right content they are seeking on their condition. |
| On a scale of 1-10, how well do you orient your presentation around a new and unexpected strategic consumer insight vs. a predictable consumer insight? In other words, how well do you always have something brand new to share about the client's target audience? (10 = we are always strong in this area) | |
| Michael Pruskowski "MP", SVP Strategic Planning | 7 |
| Karen Warth, SVP, Account Management | 7 |
| Tiffany Marsh Group Account Director | 5 |
| David Brennan, Group Account Director | 4 |
| Robert Batista SVP, Business team leader | 7 |
| Camelia Walker - Director, Production | 6 |
| Jan Weinstein EVP Media | 6 |
| Katie Wade, Group Account Director | 8 |
| John Keefe, Team Member | 8 |
| Carly Rom VP, Media | 5 |
| Beth Barron, EVP Client Partner | 7 |
| Andrea Ross, VP Brand Strategy Director | 8 |
| Ryan Taggart, Chief Client Officer | 7 |
| Kate Edmonds, SVP Group Account Director | 8 |
| January Coyle SVP, Director of Engagement Strategy | 5 |
| Brett Andrea - Team Member | 8 |
| Sarah Larcker, VP/GD Brand Planning & Strategy | 5 |
| Lora Lukin EVP, Executive Creative Director | 7 |
| Tereze Kunkel, VP Group Director Account Management | 5 |
| Amy L Peters - VP, Group Account Director | 6 |
| On a scale of 1-10, how well do you orient your presentation around a new and unexpected creative/concept/program/tactical idea? (10 = we are always strong in this area) | |
| Michael Pruskowski "MP", SVP Strategic Planning | 10 |
| Karen Warth, SVP, Account Management | 8 |
| Tiffany Marsh Group Account Director | 5 |
| David Brennan, Group Account Director | 5 |
| Robert Batista SVP, Business team leader | 8 |
| Camelia Walker - Director, Production | 8 |
| Jan Weinstein EVP Media | 8 |
| Katie Wade, Group Account Director | 6 |
| John Keefe, Team Member | 7 |
| Carly Rom VP, Media | 8 |
| Beth Barron, EVP Client Partner | 8 |
| Andrea Ross, VP Brand Strategy Director | 8 |
| Ryan Taggart, Chief Client Officer | 6 |
| Kate Edmonds, SVP Group Account Director | 8 |
| January Coyle SVP, Director of Engagement Strategy | 6 |
| Brett Andrea - Team Member | 8 |
| Sarah Larcker, VP/GD Brand Planning & Strategy | 7 |
| Lora Lukin EVP, Executive Creative Director | 9 |
| Tereze Kunkel, VP Group Director Account Management | 7 |
| Amy L Peters - VP, Group Account Director | 6 |
| On a scale of 1-10, how well do you demonstrate the business impact of your recommendation? (10 = we are always strong in this area) | |
| Michael Pruskowski "MP", SVP Strategic Planning | 3 |
| Karen Warth, SVP, Account Management | 7 |
| Tiffany Marsh Group Account Director | 5 |
| David Brennan, Group Account Director | 4 |
| Robert Batista SVP, Business team leader | 9 |
| Camelia Walker - Director, Production | 6 |
| Jan Weinstein EVP Media | 5 |
| Katie Wade, Group Account Director | 7 |
| John Keefe, Team Member | 7 |
| Carly Rom VP, Media | 7 |
| Beth Barron, EVP Client Partner | 6 |
| Andrea Ross, VP Brand Strategy Director | 8 |
| Ryan Taggart, Chief Client Officer | 4 |
| Kate Edmonds, SVP Group Account Director | 8 |
| January Coyle SVP, Director of Engagement Strategy | 6 |
| Brett Andrea - Team Member | 9 |
| Sarah Larcker, VP/GD Brand Planning & Strategy | 2 |
| Lora Lukin EVP, Executive Creative Director | 6 |
| Tereze Kunkel, VP Group Director Account Management | 5 |
| Amy L Peters - VP, Group Account Director | 5 |
| Where does the agency most need to improve at growing current clients? How proactive is the agency at growing current clients? | |
| Michael Pruskowski "MP", SVP Strategic Planning | NA. I don't know yet |
| Karen Warth, SVP, Account Management | We are often staffed to the current scope - which leaves little capacity to drive for organic growth opportunities. And, in our current staffing model - we don't have dedicated time for growing client business. |
| Tiffany Marsh Group Account Director | We need to deepen the relationships with our clients. There has been a lot of turnover in the last year and the relationship is not there. We are currently working on them but its challenging with the high turnover. |
| David Brennan, Group Account Director | I'd like to see more conversations at the most senior levels possible. Our day-to-day clients often have limited decision-making abilities when it comes to budgets or awarding entirely new assignments. When those opportunities do arise, the agency is often good at providing senior capability leads to demonstrate capabilities, secure the new business and deliver against client expectations. |
| Robert Batista SVP, Business team leader | I don't feel tactical planning is being optimized as an opportunity to propose our internal and network services. The tactical planning process is kept to a small group and limits diverse thinking and is often rushed. |
| Camelia Walker - Director, Production | Improvement can be applied to deciphering the Client's internal motives. What and who are the players beyond our day to day and what do they want. We often analyze the end user - but I believe there is opportunity apply a similar target audience insight approach to our Clients and their organization. |
| Jan Weinstein EVP Media | Presenting a holistic financial benefit. |
| Katie Wade, Group Account Director | I think the team is consumed in the day to day and prioritize that work. We' re more than capable of bringing our clients new ideas that are rich in insight and can support a business need - it is just finding that time to focus in this area. |
| John Keefe, Team Member | Historically reliant on positive experience and existing relationships to grow business with current clients. Could more proactively pursue pipeline opportunities |
| Carly Rom VP, Media | Understand the full scope of tools at our disposal. What can we be selling and how- what are the costs? Share the success of other teams- if they did it how, what steps did they take to get it sold through-- more sharing.. Assign goals to client leads -- work out plans to ensure accountability that is realistic and attainable |
| Beth Barron, EVP Client Partner | setting best practices and standard deliverable guidelines across all clients to ensure knowledge sharing and growing the staff's knowledge and ultimately a consistent end product delivered to clients |
| Andrea Ross, VP Brand Strategy Director | Consistency in leadership - we lose people who were key players and a lot of good momentum gets lost during turnover phases |
| Ryan Taggart, Chief Client Officer | Too often we are caught up in the day-to-day delivery of the work to try to think ahead. We need to be better at hitting the pause button and convening a small group to think big picture and focus on proactive solutions. We need to make this routine, currently it's too sporadic. |
| Kate Edmonds, SVP Group Account Director | Availability of key resources. |
| January Coyle SVP, Director of Engagement Strategy | The agency needs to refocus their attention on current clients. When I first joined SSW, we were "hugging" our clients and that came from the top down. We have lost that over the years as new business has become the priority. We would be best served to ensure our current clients are happy and advocating for us internally - that will be our most critical factor in new business. |
| Brett Andrea - Team Member | Our agency needs to redefine the model without losing the strengths it affords us. The current model works well with a smaller agency and smaller teams, but as we grow it is more difficult to maintain the same structure and make use of all the wonderful intellectual property we currently maintain. |
| Sarah Larcker, VP/GD Brand Planning & Strategy | Keeping loyal clients happy and not sacrificing talent and attention to these clients for "the chase" of the next big one. It's important to balance our base of big fans who've given us lots of money and praise over the years with the pursuit of net new business, especially in an industry as small as healthcare where clients move around within a small circle. Data & analytics is a measure that we need help on - we have great strategic and creative chops, but don't clearly articulate the effectiveness of our work. And without this being iron-clad, it's difficult to justify our premium price-point and defend the amount of time it takes us to do our work. |
| Lora Lukin EVP, Executive Creative Director | The teams I work on are all focused on organic growth. I would say that we have been doing well across all the accounts I work on. I cannot speak for the rest of the agency. |
| Tereze Kunkel, VP Group Director Account Management | We are very proactive at jumping on opportunities as they come, but we are limited in the time, people and commitment to proactively identify and spend the necessary time and energy. Clear, focused, Growth plans have been a big part of and helping to change this over the past two years. |
| Amy L Peters - VP, Group Account Director | We have become very reactive to meet client needs/goals as well as balancing the volume of work versus future forward yet have been successful in the execution of the work and relationships which has made for a strong partnership and growth over the last 5 years. |
| Any final thoughts for us as we prepare to lead you through the training program? | |
| Michael Pruskowski "MP", SVP Strategic Planning | To succeed in todays environment we must be highly differentiated in everything we do. All decks are the same and the way we get there is the same. The ONLY thing that is different is the people. |
| Karen Warth, SVP, Account Management | It would be interesting to better define how to leverage the GCL for organic growth - as well as Publicis Health people/resources. |
| David Brennan, Group Account Director | N/A |
| Camelia Walker - Director, Production | I am looking forward to hear what strategies can be applied to existing Clients who the Agency has had a long standing relationship with. They are most resistant to change and often the push to pull them forward into innovative thinking and working, is met with aggressive resistance and jeopardizes the overall business relationship. |
| Jan Weinstein EVP Media | Difficult client wanting new ideas but resistant to investment and change. Agency feels handcuffed at times. |
| John Keefe, Team Member | na |
| Andrea Ross, VP Brand Strategy Director | In the pitches that I've seen take place, I believe we could have been stronger in two areas: 1) Listening to prospect feedback and demonstrating how we truly took it to heart and offered a solution with this in mind (vs. force fitting the description of what we originally wanted to sound like we heard them), 2) Generating sparks with team chemistry that lights up a room and excites prospects to be part of the team (too much wallflower behavior and monologues vs true dialogues) |
| January Coyle SVP, Director of Engagement Strategy | Can't wait to hear and learn more! |
| Brett Andrea - Team Member | Very excited to see what you have! |
| Sarah Larcker, VP/GD Brand Planning & Strategy | Looking forward to it! |
| Tereze Kunkel, VP Group Director Account Management | Looking forward to the training! |
| If applicable, what has been your role in working to grow your client accounts? | |
| Karen Warth, SVP, Account Management | I have experience in growing accounts from small projects to larger AOR engagements. I am skilled at identifying opportunities to introduce new services and agency resources to clients. I |
| Tiffany Marsh Group Account Director | Has become increasingly more my role. |
| David Brennan, Group Account Director | I have typically grown accounts organically by demonstrating consistent reliability, accountability and value to my clients. By proving agency capabilities around efficiency, speed and quality of work, new opportunities tend to present themselves. This has often been done by expanding our role with existing clients (to new targets, channels, etc), but has also been done by securing new client relationships through positive word of mouth. I also instruct my team to look for new strategic opportunities based on customer insights, analytics and unmet needs, as well as to closely monitor budgets to alert clients when scope increases beyond what our budgets can accommodate, and to provide recommendations on increasing statements of work when necessary. |
| Robert Batista SVP, Business team leader | As the account lead, I've been partnering with my Brand peers to find opportunities for the network to help them achieve their goals |
| Camelia Walker - Director, Production | Primary role at Grey, when myself and my account partner, took the new client with revenue of $1.4MM which increased to $5.2MM within a single year. Primary role at Heartbeat in ADC, partnering to take $1.8MM to $2.8MM in a single year. Secondary role at Heartbeat in BMS, ensuring the growth is supported through stellar project delivery/execution process. |
| Jan Weinstein EVP Media | As Media AOR we have all consumer media. Champion additional staff/solutions and retention of current scope of services. |
| Kimberly Romagnola EVP, Realationship Lead | My role is to make sure the client is happy. If a client is happy this can lead to growth. |
| Jackie Jay, SVP, Group Account Director | No formal growth plans or targets. Encouraged to seek out organic growth opportunities. Have had limited participation in pitches during my time at Publicis. |
| Katie Wade, Group Account Director | Annual/tactical planning for clients. Building a solid/trusted relationship with clients that translates into organic growth. Understand client priorities and business needs. Bringing new/relevant ideas to clients. Also, I've been involved in pitches for new and existing clients. |
| John Keefe, Team Member | Historically minimal, but expected to increase moving forward |
| Carly Rom VP, Media | Drive incremental revenue through digital projects, i.e. organic growth, project basted (DMP), incremental staff. Overall minimal as I mainly focus on one sub-channel. |
| Beth Barron, EVP Client Partner | I'm the primary responsible team member for client satisfaction and organic growth across all disciplines. |
| Andrea Ross, VP Brand Strategy Director | Identifying opportunities for adding to scope in ways that serve the brand's best interest. |
| Ryan Taggart, Chief Client Officer | Lead account person responsible for organic growth |
| Kate Edmonds, SVP Group Account Director | Yes. I have a history of success in driving organic growth. |
| January Coyle SVP, Director of Engagement Strategy | I have partnered with account to grow through expanded tactics or strategic asks. |
| Brendan Ward, EVP Creative Director | Working in unison with account in capabilities presentations. Always showing up with extra ideas and ideas they can't live without. |
| Brett Andrea - Team Member | I have typically been the Account lead on my accounts, heading the team and directing the client engagements. Typically I lead the organic growth but ensuring our clients are well supported and provided with a sound strategic point of view. |
| Sarah Larcker, VP/GD Brand Planning & Strategy | Primarily organic growth within Gilead (and recently, Genentech). As the senior SF-based team member, I spend a few days a week onsite with clients to help them structure their thinking and work through new opportunities, as well as pull through existing work. |
| Lora Lukin EVP, Executive Creative Director | I am an active participant across new business pitches. I also work closely with my Account and Strategy partners to propose new promotional and network opportunities for our clients. |
| Tereze Kunkel, VP Group Director Account Management | Worked most in the organic growth space with current clients, a few new biz pitches in the early days before. Gilead was (and now Keytruda following a similar path) was fast growth starting with small engagements and growing to 20M+ in the first three years. |
| Laura Maddox, GVP Data & Analytics | Across DH DNA, I manage all scopes (for the most part). I work with the account & PM teams to define opportunities to present new ways of reporting that will help our clients make data driven decisions. I also work with the pricing council and the ARIS community to define new ways of pricing and new ways of productizing our work and developing new work. I've also been apart of the AbbVie Epsilon integration project where we've been working to help AbbVie create and define a new way of operating in terms of measurement where we are breaking down the siloed channel reporting and working to provide integrated ecosystem insights. |
| Amy L Peters - VP, Group Account Director | Showcasing the value add that our services offer, developing strong trust-built relationships and overall working to surprise and delight across the work |
| When you think about competitive agencies, what benefit do they provide to clients that you don’t? | |
| Karen Warth, SVP, Account Management | Data management and analysis. This is not seen as core DH offering. |
| Tiffany Marsh Group Account Director | The have deeper relationships with more connections at GNE. |
| David Brennan, Group Account Director | Our offline AOR counterparts benefit from having direct relationships with the Brand team, who own the key decision-making process for Opdivo. Their recommendations are therefore given priority over ours, as the digital team is subservient to Brand. We have some relationships with certain Brand team members, but our role is strictly relegated to digital, which is managed by Digital Hub. |
| Robert Batista SVP, Business team leader | Fast and inexpensive digital execution. Boutique mentality in servicing requests. |
| Camelia Walker - Director, Production | speed and lower price - though from what I've seen, comes with a major trade-off. |
| Jan Weinstein EVP Media | HCP focus and synergy with patients in their “outward story”/press. Different tools. |
| Katie Wade, Group Account Director | Medical strategy/expertise. |
| John Keefe, Team Member | na |
| Carly Rom VP, Media | Cheaper rates Less staff-- implications there New ways of thinking -- they don't have the historic bias Access to other clients/verticals |
| Beth Barron, EVP Client Partner | a full team of HCP experts |
| Andrea Ross, VP Brand Strategy Director | Robust digital capabilities. |
| Ryan Taggart, Chief Client Officer | Innovative solutions, better insight gathering mechanisms at scale |
| Kate Edmonds, SVP Group Account Director | Depth of experience in certain therapeutic areas: creds. |
| January Coyle SVP, Director of Engagement Strategy | Several competitive agencies are much more digitally fluent - this is a priority gap for 2020. |
| Brendan Ward, EVP Creative Director | More focus on HCP. |
| Brett Andrea - Team Member | I believe that some competitive agencies my have more fully manned teams, and can be more able to turn requests around quickly. |
| Sarah Larcker, VP/GD Brand Planning & Strategy | Speed, flawless execution, low cost. |
| Lora Lukin EVP, Executive Creative Director | More dedicated people to work on their business. |
| Tereze Kunkel, VP Group Director Account Management | The easy road, they may be fast and cheap, but not necessarily right/addressing consumer needs in the right way/experience. If you get a client that wants to check boxes we can be viewed as difficult at times. Pricing/rate cards (pending the client) have also been a challenge faced with some clients. |
| Amy L Peters - VP, Group Account Director | Cost as well as our ability to challenge our clients to think more outside of the box, which in most cases makes them uncomfortable, not as receptive to change. |