| Agency/Organization | |
|---|---|
| Devin Woods - Director, Business Development | Publicis Health/Wealth |
| Michelle Bernardini, SVP Analytics | Razorfish Health |
| Sarah Mahrous, Senior Associate, Growth | Razorfish Health |
| Thom Hart, VP Advocacy | Razorfish Health |
| Paula Cuerquis, Senior Associate, Growth | Razorfish Health |
| Brittany Hopkins, Manager | Digitas Health |
| Klaira Simon, Managing Director | Langland US - Clinical Trial Recruitment |
| Brendan Gallagher, Chief Connected Health Officer | Publicis Health/Wealth |
| Allison Moskowitz, VP Business Development | Saatchi Wellness |
| Hudson Plumb, SVP, Strategy | Heartbeat |
| Raun Young, VP, Creative Director | Razorfish Health |
| Sima Iofina, VP Strategy | Heartbeat |
| Mark Nolan. Senior Vice President/Group Creative Director | Razorfish Health |
| Jack Lynch, SVP Data Innovations | Razorfish Health |
| Richard Sommerkorn Manager, Business Development | Publicis Health/Wealth |
| Kara Dugan President Razorfish Health | Razorfish Health |
| John Besemer, SVP Medical Director | Razorfish Health |
| Kara Bissonnette, Senior Associate of New Business | Saatchi Wellness |
| Peter Walker, Chief Technology Officer | Publicis Health/Wealth |
| Carol Bendig, SVP Finance and Commercial Operations | Razorfish Health |
| Neil Johnson, VP Account Director | Razorfish Health |
| Ayanna Telfort, EVP, Director of Client Services | Razorfish Health |
| Kristin Colleluori, VP/Group Account Director | Razorfish Health |
| Matthew Dufner, VP, Group Account Director | Razorfish Health |
| Caroline Jamieson, SVP Strategy | Saatchi Wellness |
| Sarah McKeown-Cannon | Director, Growth | Langland US - Clinical Trial Recruitment |
| Michael Zelinka, Analyst on the Business Development Team | Publicis Health/Wealth |
| David Kaminsky, PhD; SVP, Group Scientific Director | Razorfish Health |
| Steven Hebert, EVP Business Development | Saatchi Wellness |
| Anuj Desai, Vice President, Scientific Director | Razorfish Health |
| Meghan Dolan VP, Account Director | Razorfish Health |
| David Diaz, SVP Group Account Director | Razorfish Health |
| Kelley Cox - Director, Growth | Razorfish Health |
| Katie Wade, VP Group Account Director | Heartbeat |
| Brian Laurinaitis Business Development Manager | Verilogue/Insync |
| Steph Krout, Creative Director, VP | Razorfish Health |
| TJ Cimfel, Chief Creative Officer | Razorfish Health |
| Jody Zschiedrich, SVP Strategy | Saatchi Wellness |
| Kevin Knox, SVP Data & Analytics | Saatchi Wellness |
| Johan Johannesson, Director BD | Verilogue/Insync |
| Ashley Fox, Group Account Director | Heartbeat |
| Brian Liedtke; VP Director, Project Management | Razorfish Health |
| Sydney Zeve, Analyst Business Development | Verilogue/Insync |
| What is your background, in terms of agencies, accounts, and client-side experience? | |
| Devin Woods - Director, Business Development | I started my career with Razorfish Health as a Business Development Associate, but was more of a project manager for our pitches. I worked in a true sales position with our agency Verilogue for 5 years. This included cold outreach, new business meetings, pitch/proposal development, managing client expectations moving into projects (not actual project delivery). Here at Publicis Health, I lead prospecting efforts across our network of agencies. |
| Michelle Bernardini, SVP Analytics | At RFH for 8 years, serving a large breadth of hcp focused accounts across therapeutic areas |
| Sarah Mahrous, Senior Associate, Growth | 4 years in BD, 1 year account/client services |
| Thom Hart, VP Advocacy | Primarily on the client side, using agency services. |
| Paula Cuerquis, Senior Associate, Growth | I worked at dentsu corporate for two years with experience in corporate development and marcomms. I recently started on the Razorfish Health growth team last year (2021) but have primarily managed and supported our marketing initiatives. I have little to no experience client-side a part from indirect experiences working on ad-hoc client deliverables or meetings. |
| Brittany Hopkins, Manager | My background before New Business was working with Len Dolce (PH CFO) and Brian Lefkowitz (CCO of Digitas Health). Working with Len I got exposure to every agency within the Publicis Health network, but I have not worked directly on the client-side at all. |
| Klaira Simon, Managing Director | Independence clinical trial patient recruitment firms and contract research organizations. Led accounts in early career, and then transitioned to commission based sales and product development roles. Always in client facing roles. |
| Brendan Gallagher, Chief Connected Health Officer | Razorfish, Digitas, DH, and PH for the last 21 years. Health focus for the last 16. |
| Allison Moskowitz, VP Business Development | I have 16 years of experience in advertising. I began my career in medical education and worked on a variety of accounts in both account services and project management. After 4 years I moved into business development and have been working on capability presentations, RFIs, RFPs, and pitches ever since. |
| Hudson Plumb, SVP, Strategy | 20+ years experience in healthcare advertising and communications. Led growth of two digital divisions at Harrison & Star (Omnicom) and RCW McCann (IPG). |
| Raun Young, VP, Creative Director | 13 years at Doner Advertising where I worked on a broad range of consumer goods that included clients like Simply Beverages, ADT Security, Highmark Health, AAA, Cat's Pride, Bush's Beans and Truck Hero. 2+ years at RFH where I've worked on Astellas, Advocacy (BMS, Ultragenyx, Takeda), Genentech and Alnylam |
| Sima Iofina, VP Strategy | Heartbeat (BMS, Pfizer, Roche/Genentech, Abbott, Novartis) Digitas (Delta, Amex, Mead Johnson) Management Consulting (Booz & Co - now Strategy&, Deloitte) |
| Mark Nolan. Senior Vice President/Group Creative Director | - I have 35 years of agency experience, with 22 years working for 3 Publicis Health agencies - I have led client relationships as the leader of cross-functional agency teams - I led the creative capability for a Publicis Health Agency and engaged client CEO and CMOs - I have been responsible for books of business as large as $25 million - My accounts have ranged for DTC campaigns for blockbuster drugs and HCP campaigns for rare diseases and oncology |
| Jack Lynch, SVP Data Innovations | 20+ years at agencies including large holding companies such as DraftFCB and 3 tours with the Groupe. Also time with small agencies including Manifest and T3. Primarily focused on digital, loyalty & CRM with a particular focus on data & technology. Accounts run the gamut from CPG, hospitality, automotive, financial, government, telecom, insurance, and pharma. |
| Richard Sommerkorn Manager, Business Development | I am a new hire <1 year at PH. I currently am the account lead for AbbVie, Genentech/Roche, UCB, Bayer, Sunovion. I am from an entrepreneurial background, specifically in the development and sale of healthcare clinics in the therapy space. |
| Kara Dugan President Razorfish Health | The bulk of my career has been in "big creative agencies" for "big" CPG and health brands for companies like Nabisco, P&G, AbbVie. I spent a brief time at an Agency start-up and a year client-side at GSK in consumer health. |
| John Besemer, SVP Medical Director | Extensive agency experience for dozens of accounts over 10+ years |
| Kara Bissonnette, Senior Associate of New Business | I started my career as an Associate of New Business at Saatchi & Saatchi Wellness in 2020, and have worked in new business ever since on pitches in numerous categories including oncology, infectious disease, women's health, and aesthetics. |
| Peter Walker, Chief Technology Officer | Been at Publicis, or its predecessors, for over two decades. Worked across non-healthcare industries for some time, mostly at Digitas (not DH) then Prodigious and back to Digitas. Worked spanned travel (Delta), finserve (Bank of America, SunTrust, Morgan Stanley, Sallie Mae/USA Funds), commerce (LL Bean, Motorola), and more. Started on the healthcare side with DH/RFH, moved to DH with the PHCG split. Then PH. Clients include AbbVie, Sanofi, AZ, Shire, Merck, BMS, Amgen, GSK, and others . |
| Carol Bendig, SVP Finance and Commercial Operations | I lead the finance and agency operations group (Project Management, Editorial, Promo Ops). Client side experience is with contract and pricing negotiations. |
| Neil Johnson, VP Account Director | I've been at agencies for just over 20 years, working on a wide variety of accounts, mainly focused on higher education, hospitals and health systems and, for the last eight years, exclusively in Pharma. No client side experience. |
| Ayanna Telfort, EVP, Director of Client Services | I have about 24+ years of working in an agency environment. I also have my MBA so I am familiar with how organizations build value and foster growth. |
| Kristin Colleluori, VP/Group Account Director | 23 years - mainly agency. 15 years of which was pharma/health and wellness focused. NYC and Philly agencies. |
| Matthew Dufner, VP, Group Account Director | Whole career is in agency experience. Early in career was more focused on digital, but over last 10+ years have been in broader agency, AOR relationships Have been in healthcare primarily for last 15 years. Recent accounts include Pfizer/Myovant co-promote, Oncopeptides, Genentech, Astellas, Melinta, Bayer, Purdue. |
| Caroline Jamieson, SVP Strategy | Saatchi Consumer Healthcare, 4 years: Original Prilosec to Nexium switch campaign (AstraZeneca) Ogilvy Healthworld 2 years: American Express OPEN - vertical marketing to private practice physicians Digitas, 7 years: - American Express Cobranded Credit Cards: Delta SkyMiles, Starwood Preferred Guest, Costco, Hilton and JetBlue TIAA SunTrust Guthy-Renker X-Out launch of G-R's first teen skincare product VEVO (#1 music video distribution platform in the US) Digitas Health, 2 years: Eliquis (Pfizer/BMS) for atrial fibrillation, Vivitrol (Alkermes) for alcohol/drug dependence Group SJR, WPP branded content agency, 3 years: J&J Ethicon bariatric surgery, Google/J&J joint venture - VERB Surgical robotic surgery, J&J MomConnect initiative to combat infant mortality in S. Africa and India, Chantix (Pfizer), NBCUniversal Erase the Hate - platform to combat hate & discrimination, ExxonMobil managing director for Social |
| Sarah McKeown-Cannon | Director, Growth | Spent my whole career at Langland (7 years). 3 years 100% Account Management 2 years 25% Business Development/Marketing and 50% Account Management 1.5 year 50% Business Development/Marketing and 50% Account Management 0.5 years 100% Business Development/Marketing |
| Michael Zelinka, Analyst on the Business Development Team | This is my first experience in the agency world. |
| David Kaminsky, PhD; SVP, Group Scientific Director | I am an immunologist by training, having spent a number of years in basic science research. Over the last 15 years, I've led scientific teams in medical communications across multiple agencies (in and out of network). I have operated as the scientific and medical strategy lead across numerous therapeutic areas, working closely with the medical and commercial leads in pharma to develop tactics that align to our clients' strategies. |
| Steven Hebert, EVP Business Development | 22 years in Healthcare advertising, Roles have included copywriter, creative director, managing director and new business lead. |
| Anuj Desai, Vice President, Scientific Director | Working in medical communications agency for 10+ years and started as a medical writer; have worked on several brands across a variety of therapeutic areas; experience in sales training, promo med comms, adult scientific education, pharmaceutical advertising |
| Meghan Dolan VP, Account Director | 18 years of working in ad agencies partnering with clients in a variety of healthcare industries (globally and US): medical device, med technology, life sciences, and pharma. Medical device/med tech/life sciences: - Agilent Technologies: Gas and Liquid Chromatography, Mass Spectrometry, Sample Preparation, PCR, CRISPR, Sequencing, Microarray, Lab Management, Supplies, and Software. - Siemens: Molecular and Nuclear Imaging, Lab Diagnostics and Services, Digital health solutions Pharma (oncology, cardiology, SNRI, diabetes, ADHD) - Incyte: Jakafi - Smaller oncology clinical trial accounts: Seattle Genetics (AML), Loxo Oncology (Infantile Fibrocarcoma), Inovio (Cervical) - Ironshore: JORNAY PM - Sun Pharma: Long-term care portfolio: Ezallor, Kapspargo, Riomet ER, Drizalma |
| David Diaz, SVP Group Account Director | Cardiology, Dermatology, Transplant, Access/Reimbursement, more recently flu and oncology |
| Kelley Cox - Director, Growth | ~8 years on the agencies on the account side working on B2B and B2C accounts as well as a significant portion of time working on the Chick-fil-A account at McCann NY. Then moved client-side for nearly 3 years leading Marketing efforts for a startup and then GE. |
| Katie Wade, VP Group Account Director | I've been at HB since 2008 and work at two other agencies previously. My experience is largely pharma - HCP, consumer and corporate comms across various disease states and channels. Also, prior to HB I have experience with QSR industry and working on the US Coast Guard business. |
| Brian Laurinaitis Business Development Manager | Responsible for managing a book of business and generating new business. |
| Steph Krout, Creative Director, VP | AbelsonTaylor 2011-2018 RFH 2018-present Categories I've worked on: Oncology, Rheumatology, Cardiovascular, Corporate |
| TJ Cimfel, Chief Creative Officer | 20+ years in the business, all within Publicis, all within advertising, all within healthcare/pharma. |
| Jody Zschiedrich, SVP Strategy | Agencies: Symphony Health, Discovery Health, Avalere Health, McCann Health, IQVIA, and Saatchi Wellness Accounts: Metabolic diseases, Neurodegenerative diseases, Immunology (incl. respiratory, oncology, RA), and rare and infectious diseases Client-Side Experience: GSK (new product planning and global product strategy), PPD (global marketing) |
| Kevin Knox, SVP Data & Analytics | I have no client side experience through 15 years as a marketing professional. The time I have spent in advertising has been at a handful of agencies working across many industry verticals spanning automotive, consumer electronics, quick serve dining and pharma. In my previous role before joining SSW I lead an international team for analytics on Samsung Global. |
| Johan Johannesson, Director BD | I have several years of client-side experience with global Med-Device companies. I have only worked with Insync but my work has spanned all the major Pharma clients and TA's |
| Ashley Fox, Group Account Director | Heartbeat Ideas - BMS, Opdivo, Yervoy, Opdualag (O+ indications) - Pfizer, pipeline CV indication The Bloc - Genentech/Roche, Montefiore Health System, Regeneron, GlaxoSmithKline, AstraZeneca, Pfizer, BMS - Montefiore Health System, Eylea, Votrient, Farxiga, XigDuo XR, Eliquis HAVAS Tonic - GlaxoSmithKline - BREO, POTIGA & Lamictal |
| Brian Liedtke; VP Director, Project Management | I have worked as a project manager for 15+ years across a variety of agencies and accounts. My experience spans consumer, shopper, education, and healthcare. I have been client-facing from a financial and operations perspective, working with marketing teams and their procurement colleagues around scope and budget development. |
| Sydney Zeve, Analyst Business Development | This is my first post-grad experience. I worked in executive recruiting in college. Now I work client facing with large pharma companies within all different disease states. |
| What has been your role in the new business and organic growth efforts of the agency? | |
| Devin Woods - Director, Business Development | Here at Publicis Health, I lead prospecting efforts across our network of agencies. (However, I started in July 2021...) |
| Michelle Bernardini, SVP Analytics | Build organic business for our team |
| Sarah Mahrous, Senior Associate, Growth | day-to-day pitch lead |
| Thom Hart, VP Advocacy | New to the organization. |
| Paula Cuerquis, Senior Associate, Growth | I'm a part of our Growth (New Business/Marketing) team but have focused heavily on the marketing side of the business. I support our pitch teams as needed but that's the extent of my experience so far. I forsee movement and growth in that area in 2022 and would love to learn the basics of pitching and new business (a crash course, if you will). A lot of my support also relies on execution, project management, and deck design. |
| Brittany Hopkins, Manager | I recently joined the new business team, so I don't have much here. In my previous role I did help source as well as create content for our social channels. I have more experience on the agency comms side. |
| Klaira Simon, Managing Director | Overall accountability for the growth of the agency with support from account and business development leaders. |
| Brendan Gallagher, Chief Connected Health Officer | Pretty much 100% of my time -- Probably 50/50 between net new and organic |
| Allison Moskowitz, VP Business Development | I am involved in every aspect of the new business process from reviewing RFPs to leading pitches. I also help on several organic growth opportunities depending on the scale and needs of the project. We have a small new business team we so are heavily involved in all account, strategic, and creative decisions. |
| Hudson Plumb, SVP, Strategy | At Heartbeat, I am responsible for growth of a division (Threshold Solutions) focused on Point of Care, population health, and health system programs that are differentiators for Heartbeat and PH in the market. In my tenure at Heartbeat, I have co-led winning pitches for new clients and helped drive organic growth in existing accounts. |
| Raun Young, VP, Creative Director | I've participated in a new business pitch for our current client Astellas. |
| Sima Iofina, VP Strategy | - Support pitch work - Identify and pursue opportunities for new business initiatives, services, products within the existing book of business - Partner with other agencies and functions within the Publicis Groupe network (e.g. ARIS, SSW) to identify appropriate solutions to client needs (e.g., advanced analytics, defining multi-cultural / minority activation strategies, eCommerce best practices) |
| Mark Nolan. Senior Vice President/Group Creative Director | - I have been deployed as the creative lead on new business pitches for oncology and rare disease - I helped lead the development of agency branding and intellectual property used in promotion - I was instrumental in helping to nearly double the annual budget of a new client in 2 years |
| Jack Lynch, SVP Data Innovations | Primary lead as SME (data science, analytics, loyalty and CRM) on new business teams. For organic growth role is primarily to develop and productize new service offerings. |
| Richard Sommerkorn Manager, Business Development | My role is to manage, maintain, and grow new business across the pharma and tech industries by leveraging Verilogue's database of HCP-PT interactions to help improve PT, HCP, and consumer facing communication. |
| Kara Dugan President Razorfish Health | I am responsible for growth in my role as President. The biggest shift stepping into the President role is developing a business development strategy including what companies and brands to target and which opportunities to pitch. As a leader I need to ensure our executive team is aligned to our positioning in the marketplace (e.g. what we specialize in) and where we need additional expertise to grow. With that clarity, our team can pursue opportunities with a right and fervor to win. |
| John Besemer, SVP Medical Director | Lead medical strategy for multiple winning pitches; provided strategic support for others; provide medical onboarding and participate in tactical development as needed |
| Kara Bissonnette, Senior Associate of New Business | I'm fully dedicated/allocated to work on new business at my agency. In my role I help facilitate our agency's response to RFPs from initially receiving the client document all the way through pitch, follow-up, and post-mortem. |
| Peter Walker, Chief Technology Officer | Typically, authoring capability slides/decks/presentations and responding to RFI/RFPs that are being pursued. Attend and participate in stand-up, chemistry, and client work sessions as the technical lead or representatives. In some cases, drive organic growth or expansion via technical success that drive ongoing needs or surface additional opportunities. |
| Carol Bendig, SVP Finance and Commercial Operations | I support the NB and client teams with driving growth with a finance lens to ensure profitability. I work with both group to come up with creative offerings to incentive our potential new and current clients. |
| Neil Johnson, VP Account Director | Our existing clients have pretty steady annual budgets that we pull dollars from to fund new projects. While an emphasis for the role, not something that has been an area of opportunity for me or my team. Previously, I've had experience with generating organic growth opportunities and have some experience on new business pitches. |
| Ayanna Telfort, EVP, Director of Client Services | I have participated as the pitch lead and also as the Client Service representative for the pitch team. |
| Kristin Colleluori, VP/Group Account Director | Organic growth is a key responsibility of account services so I have been doing that for 20+ years. I have also lead many new biz pitches over the years so I am very comfortable w spearheading RFP responses and leading pitches. |
| Matthew Dufner, VP, Group Account Director | I have not engaged in true new business efforts for quite some time until Oct/Nov of 2021 when worked on 1 written RFP response and then worked on full pitch for Orgovyx (Pfizer/Myovant co-promote) which we won and I now lead the business. As an account management lead, I have been responsible for organic growth within my accounts |
| Caroline Jamieson, SVP Strategy | Strategic lead across new business pitches for Montai, Cialis, Merck Animal Health, Adagio, Horizon Therapeutics and Novo Nordisk obesity portfolio. Strategic lead across organic growth on Galderma Aklief and Cetaphil, Botox Chronic Migraine Consumer and HCP |
| Sarah McKeown-Cannon | Director, Growth | Established Langland’s Growth department and responsible for both Business Development and Marketing Communications departments. Leading and developing the organizations growth strategy inclusive of lead generation, capabilities, RFIs, RFPs, pitches and marketing communications and overseeing its implementation. Responsible for overseeing and developing all therapy area and protocol specific recruitment and retention strategies, for delivery teams to implement. Gathering commercial feedback from the client on awarded work to build satisfaction, recognition of agency value and optimize credentials/effectiveness award entries. Working closely with client procurement departments to ensure optimal financial agreement is reached and ensure all contracts are in place. Oversee all aspects of contracting and legal negotiations, as well as responsible for ensuring agency financial targets are met through business growth. Reporting of all growth activities to Managing Director and Publicis Health Executive team. My role also includes growing, training, and managing a team that is responsible for all US sales - 1 x Marketing Director, 1 x Business Development Manager and 1 x Business Development Associate. |
| Michael Zelinka, Analyst on the Business Development Team | I have been sort of an assistant to Karen and Johan while we strengthen our current accounts and seek to gain a growth within them as well. Part of my role is to shape these new business connections. |
| David Kaminsky, PhD; SVP, Group Scientific Director | I have been involved in numerous new business opportunities at RFH over the last 9 years, sometimes to prepare the pitch team on the therapeutic area/challenges/opportunities, while other times leading the pitch team. To date, all of my new business experience has come to us from our growth team. However, I have also been involved in securing organic growth from existing clients due to our strong relationships and the work our team does. |
| Steven Hebert, EVP Business Development | I lead the business development team at SSW. Our small team of 3 is primarily focused on executing inbound opportunities, building compelling pitch presentations and working with the pitch team to deliver a winning performance. Prospecting is a very small part of the task as we are often turning down opportunities to pitch. |
| Anuj Desai, Vice President, Scientific Director | I have developed client relationships to help drive value of RFH's medical team and establish it as a differentiator to support organic growth conversations and rationale for choosing RFH for new business; for Publicis Health pitches, I have acted as the scientific lead for one pitch and supporting resource in a few others |
| Meghan Dolan VP, Account Director | Nothing to date at RFH. Past agencies: Answering RFPs, participating in pitch deck, presenting content during pitch |
| David Diaz, SVP Group Account Director | Lead a team across four clients actively pursuing organic growth; account lead in 3 new business pitches over the last 14 months |
| Kelley Cox - Director, Growth | My role on the RFH Growth team focuses predominately on Marketing efforts. I assist our BD efforts when it comes to ensuring we are telling the best RFH story for the opportunity. I also work with the team to help develop and maintain our creds and cases. |
| Katie Wade, VP Group Account Director | During my time at HB, I've participated in new business pitches and have been responsibly for contributing to organic growth across the accounts I lead. |
| Brian Laurinaitis Business Development Manager | Responsible for identifying and generating new business. |
| Steph Krout, Creative Director, VP | I've worked on majority of RFH pitches as a creative lead. I have also been part of the actual pitch presentations as well. We have grew my current client~4x what it was the year before. |
| TJ Cimfel, Chief Creative Officer | Actively engaged in pitches, at times behind the scenes, at times in the room. Engaged primarily in creative and storytelling for pitches. Actively engaged in organic growth, although that is less structured. |
| Jody Zschiedrich, SVP Strategy | I've always had a new business and organic growth focus within my role. |
| Kevin Knox, SVP Data & Analytics | Recently being promoted to Data & Analytics team lead, it is my responsibility to provide thought leadership and capabilities when pitching new business. |
| Johan Johannesson, Director BD | I lead the set-up of the "new" Insync BD structure. Focus on proactive outreach and funnel building through proposal writing and pitching. |
| Ashley Fox, Group Account Director | Over the last 4 years, I have participated in both new business pitch efforts for the agency, as well as facilitated organic growth, YOY, for our BMS oncology client. |
| Brian Liedtke; VP Director, Project Management | Sometimes I will be asked to provide pricing exercises for tactical plans as part of a pitch. |
| Sydney Zeve, Analyst Business Development | My role is based on prospecting new opportunities within my tier 1 and 2 client accounts. In addition I am also responsible for prospecting new companies and clients that are smaller. I work in maintaining relationships and also building new business opportunities |
| How would you define your most important prospects and prioritization of that list? | |
| Devin Woods - Director, Business Development | Large Pharma, Large Budgets, alignment with our Therapy Area (TA) experience, no conflicts with existing clients |
| Michelle Bernardini, SVP Analytics | Current clients where relationships are strong |
| Paula Cuerquis, Senior Associate, Growth | n/a |
| Klaira Simon, Managing Director | People I know and trust from past industry experience. Companies developing drugs in therapeutic areas aligned with our skillsets and experience. |
| Brendan Gallagher, Chief Connected Health Officer | What list? |
| Allison Moskowitz, VP Business Development | Our most important prospects are first growing within the companies that we already work with and making sure that we maintain existing relationships. Next, we have identified therapeutic categories of interest and expertise and continue to find ways to prioritize and reach out to new clients. |
| Hudson Plumb, SVP, Strategy | My most important prospects are clients with population health departments or experience marketing to health system customers. I prioritize those prospects based on depth of experience with health systems and level of commitment to innovative programs in this area. |
| Raun Young, VP, Creative Director | Finding creative ways to breakthrough the conventional way clients saw their product. |
| Sima Iofina, VP Strategy | Clients with the optimal balance of influence, affinity for the agency, with the emerging or an unmet need by the current agency. Would prioritize along those three dimensions. |
| Mark Nolan. Senior Vice President/Group Creative Director | Next generation treatments for oncology and rare disease from blue-chip Pharma clients who have business relationships with Publicis Groupe, and startup/challenger brands that offer long-term organic growth |
| Jack Lynch, SVP Data Innovations | For 2022 my focus is on organic growth - getting RFH existing clients to engage us in more digital, omnichannel and orchestrated initiatives. |
| Richard Sommerkorn Manager, Business Development | Pharma Clients are the ,core target in use of our syndicated data. Everything else is secondary. |
| Kara Dugan President Razorfish Health | Existing Relationship - new brands at current clients Alignment to strategy/expertise Estimated revenue of pitch opportunity |
| John Besemer, SVP Medical Director | The medical team supports prospecting, often driven by things that would be investing from a scientific perspective |
| Kara Bissonnette, Senior Associate of New Business | I would define our most important prospects as any pipeline products close to launch for our existing clients. We prioritize building and strengthening existing client relationships, exploring only the opportunities where our agency expertise and talent capabilities match well. |
| Peter Walker, Chief Technology Officer | Sorry, not sure which list... |
| Carol Bendig, SVP Finance and Commercial Operations | Balance between top line growth and profitability. |
| Neil Johnson, VP Account Director | I am not responsible for proactive prospecting at my organization. |
| Ayanna Telfort, EVP, Director of Client Services | Marketers who are members of large cap pharma companies, My main focus is to deepen relationships we have with existing clients (ie, organic growth) |
| Kristin Colleluori, VP/Group Account Director | pipeline opptys budgets for launches and in market drugs growth potential health of existing relationships within PH |
| Caroline Jamieson, SVP Strategy | #1 priority: Cialis OTC new business win. Senior client poised for continued growth at Sanofi CHC, with rich opportunity to grow with her within CHC onto additional products. #1 priority (yes, there are two #1's!): Botox Chronic Migraine. Clients view us as true partners and want us to push them to innovate. 2022 is a very important transition for this client, Allergan, as it makes its full immersion transfer into AbbVie merger. #2 priority: Driving successful equity initiatives within SSW and with paying clients. Developing health equity, leaning into that dimension of the Wellness Effect, will be a strong business driver and build a fantastic reputation for SSW. |
| Sarah McKeown-Cannon | Director, Growth | Decision makers within Pharma and Biotech that have a pipeline of molecules within Phase II Clinical Trials. Prioritization would be clients that we have existing relationships with, or where we have case studies/therapy area alignment with their pipeline |
| Michael Zelinka, Analyst on the Business Development Team | I would say outreach is my highest priority, then client facing and sales, and then internal operations. |
| Anuj Desai, Vice President, Scientific Director | N/A |
| Kelley Cox - Director, Growth | n/a |
| Katie Wade, VP Group Account Director | Existing clients that we've built a strong relationship and have shared goals/vision/ambitions as our agency. |
| Brian Laurinaitis Business Development Manager | My most important clients are the largest and most interactive. |
| TJ Cimfel, Chief Creative Officer | Large established pharma companies Emerging biotechs with promising pipelines HealthTech/wearable companies |
| Jody Zschiedrich, SVP Strategy | Most prospects are mostly D-suite within small to mid-size pharma and med device organizations; across an array of Commercial Operations roles. |
| Kevin Knox, SVP Data & Analytics | My most important prospects would be those whom I already have strong existing relations with in hopes to build on a trust that already exists. |
| Sydney Zeve, Analyst Business Development | My most important prospects are within the tier 1 and 2 accounts. Identifying and creating relationships with new opportunities within those accounts. |
| As if you were writing to a prospective client, describe the agency in no more than 3 sentences: | |
| Devin Woods - Director, Business Development | We are an industry leading creative advertising and marketing network. Through strategic partnerships, we bring the most innovative methods to our clients. We are spearheading health in the platform world and use data as an integral foundation for everything we do. |
| Michelle Bernardini, SVP Analytics | Smart, creative, risk taking, data driven. |
| Thom Hart, VP Advocacy | Deep experience and knowledge, a trusted partner resource, and flexible enough to customize offerings to meet your exact needs. |
| Paula Cuerquis, Senior Associate, Growth | Razorfish Health is a full-service healthcare agency fueling the practice of modern medicine. With a deep commitment to science, technology, and innovation, we help healthcare providers and patients make better connections for better outcomes. We partner with our clients to create solutions that will help customers make the best decisions. |
| Klaira Simon, Managing Director | A healthcare communications agency dedicated to increasing participation in clinical trials. Deep beliefs in the value of creative communications in driving clinical trial engagement, building industry reputation and grounding people in clinical trial education. |
| Brendan Gallagher, Chief Connected Health Officer | The Wellth Project is an initiative focused on bringing the best the Groupe has to offer to our Health & Wellness clients to accelerate their growth. |
| Allison Moskowitz, VP Business Development | At SSW, we believe that health and wellness brands can reach their full potential only when they meaningfully connect their aspirations and actions to the universal human aspiration that motivates us all: the pursuit of wellness. Our goal is to design end-to-end customer experiences that motivate, engage, and support people across their wellness journeys in a way that transforms not only brand and business outcomes, but also the health and wellness outcomes of our end users. Our award-winning work spans health and wellness categories from moisturizers to mental health—and from oral care to cancer. All in the service of improving the wellness of our end users and the health of our client's goals. |
| Hudson Plumb, SVP, Strategy | We specialize in the development of leading-edge health system programs that leverage Health Information Technology (HIT), Electronic Health Records (EHR), and innovative products and services to bring solutions to customers dynamically at the Point of Care. |
| Raun Young, VP, Creative Director | Razorfish Health is a forward thinking creative agency with the experience and expertise to transform brands into category leaders. As part of Publicis, our capabilities are boundless and are resources are plentiful to bring success to any project, no matter scale or complexity. |
| Sima Iofina, VP Strategy | We are the agency that helps brands achieve growth by defining a stand out and scalable engagement strategy and mobilizing a fully integrated, multi-disciplinary team. |
| Mark Nolan. Senior Vice President/Group Creative Director | RFH is the agency that fuels the practice of modern medicine, helping health/pharma marketers of leading-edge therapies overcome physician habits and institutional road blocks to make a difference for patients. |
| Jack Lynch, SVP Data Innovations | Razorfish Health is a people-first agency built to fuel the practice of modern medicine. Our deep medical expertise coupled with our roots in digital position us uniquely to harness the power of data and technology to deliver better outcomes for our clients and their patients. |
| Richard Sommerkorn Manager, Business Development | 1) World's largest network of advertising agencies 2) Global Reach and focus 3) Extensive experience across quant and qual research in the pharma space |
| Kara Dugan President Razorfish Health | RFH's mission is to fuel the practice of modern medicine. We realize that mission through our strong bench of MDs, PHDs and Pharm Ds that drive scientific storytelling directed to HCPs and their patients. We have a deep commitment to science, technology and innovation to help healthcare providers and patients make better connections for better outcomes. |
| John Besemer, SVP Medical Director | Full service advertising and medical communications agency with industry leading strategic scientific talent. |
| Kara Bissonnette, Senior Associate of New Business | Saatchi & Saatchi Wellness is a full service agency and a valued strategic, creative, and digital partner to our clients. We work with brands to strengthen their competitive advantage by reframing the way we treat illness to better enable wellness. |
| Peter Walker, Chief Technology Officer | We work with the world's most important healthcare companies find, connect with, and HELP the patients, caregivers, and providers that can benefit for their therapies or offerings. We do this by deeply understanding who our pts/hcps are, what motivates them, and how best to service their needs - perhaps this is digital content, access programs, human support, or maybe it's as simply as helping you understand you're not alone. And we do this across all channels, in most countries, and always with privacy and regulatory requirements in mind. |
| Carol Bendig, SVP Finance and Commercial Operations | RFH is a creative advertising agency that support pharma and life brands. Our focus is on HCP messaging and fueling the modern practice of medicine. |
| Neil Johnson, VP Account Director | RFH develops smart, strategic insights to deliver impactful creative with memorable messages so that HCPs and consumers can make better connections and hopefully lead to better outcomes. |
| Ayanna Telfort, EVP, Director of Client Services | A future-forward agency that is a champion of modern healthcare, health equity, health engagement, and our clients who want to see real and meaningful change in the healthcare landscape here in the US and globally. |
| Kristin Colleluori, VP/Group Account Director | part of large network, so consolidation of services oppty as well as breadth and depth of resources heritage of excellent, groundbreaking, innovative work True brand stewards and client partners |
| Matthew Dufner, VP, Group Account Director | Razorfish Health helps believes in improving connections to drive better outcomes - including better connections between HCPs and patients in order to drive better health outcomes as well as connections between agency, clients, and customers to drive better business outcomes. |
| Caroline Jamieson, SVP Strategy | SSW lives by the mantra to DO WELL for the health & wellness of our people, our clients and their brands & customers. We develop sharp strategy and brilliant creative that addresses real health & wellness needs. |
| Sarah McKeown-Cannon | Director, Growth | Langland is a health communications agency that specializes in improving the clinical trial experience for all involved. Understanding the people involved in any clinical trial lies at the heart of what we do. Our ‘always on’ insights deliver penetrating perspectives to inform creative recruitment, consent and retention solutions designed to solve your study’s particular challenges. |
| Michael Zelinka, Analyst on the Business Development Team | Our company offers the chance to gain a competitive edge in the pharmaceutical world through our actionable insights. By combining behavioral economics and marketing strategy we are able to supply deliverables that can help to shape your business strategy plan. As a consulting firm we will listen to you, and fulfill your goals as we can. |
| Steven Hebert, EVP Business Development | SSW is the leading communications agency dedicated to helping brands thrive in a wellness environment. For more than 30 years we have built brands that have defined categories and changed the way diseases have been treated. We would love to show you how to put the power of the Wellness Effect to work for you and your brand. |
| Anuj Desai, Vice President, Scientific Director | A high powered partner with expansive reach of services and resources supported by Publicis. We pride ourselves in creative, scientifically sound solutions that address current and future challenges and help HCPs benefit their patients. |
| Meghan Dolan VP, Account Director | Medium-sized agency backed by a network of many resources. Intelligent colleagues Pragmatic |
| Kelley Cox - Director, Growth | At Razorfish Health we are fueling the practice of modern medicine. We have a deep commitment to science, technology, and innovation to help healthcare providers and patients make better connections for better outcomes. Our focus is on future trends and disruptors that will shape how medicine is practiced today, creating a healthier tomorrow. |
| Katie Wade, VP Group Account Director | Natively digital agency with vast healthcare experience. Results focused organization where work is grounded in insight driven strategy supported by strong creative. |
| Brian Laurinaitis Business Development Manager | Through a database of 170,000 dialogues, Verilogue brings patients, healthcare providers, and the healthcare industry together to share information, enhance disease understanding and participate in medical market research. |
| TJ Cimfel, Chief Creative Officer | Razorfish Health helps our clients fuel the practice of modern medicine. We know healthcare providers better than anyone in the business. And we help connect them with patients to create better outcomes for health, for brands, and for business. |
| Jody Zschiedrich, SVP Strategy | We are living in a world filled with tremendous noise and transactional engagements. We help brands unlock their full potential by creating meaningful and lasting brand experiences with their customers. Those experiences start with strategic planning to uncover transformation insights, then creative exploration to crystallize the brand purpose and core communications strategy, and ultimately engagement ecosystem design to activate the brand in the world around them. |
| Kevin Knox, SVP Data & Analytics | SSW has a proud history of building the world’s most successful and iconic health & wellness brands through a devoted patient-centric outcome practice. |
| Ashley Fox, Group Account Director | Heartbeat is a challenger agency that helps clients rewrite the rules of engagement. Heartbeat is natively healthcare, natively digital, but passionate and couragous for a new challenge to help clients solve the "undefinable". |
| Sydney Zeve, Analyst Business Development | Verilogue captures real in office dialogues between a HCP and PT in their most natural environment. We are able to be the "fly on the wall" within the exam room. Our team of medical linguists are able to take your key business questions and identify the best conversations that help answer those questions and do a linguistic analysis. |
| Consider what clients most need from an agency. With that in mind, name the agencies/organizations you compete against most often and summarize the most important benefits they provide that your agency does not. Based on your role, do the best you can. Please be specific and think about answers that go beyond things such as, “They’re cheaper than us” (as a client negotiation tactic, all agencies are told they’re too expensive). | |
| Devin Woods - Director, Business Development | Unsure given how recently I have taken this position. My assumption is other networks and agencies by have different specializations, some may be smaller and therefore cheaper and/or more agile. |
| Michelle Bernardini, SVP Analytics | Not sure |
| Paula Cuerquis, Senior Associate, Growth | Klick Health DDB Health Digitas Health Saatchi & Saatchi Wellness Better creative expertise. |
| Klaira Simon, Managing Director | Praxis - Competitive creative capabilities with a more seasoned and diverse patient outreach (media) offering. Continuum Clinical - Competitive creative capabilities, more experienced media team and better technology to support media offering. Innovative Trials - In addition to creative, they offer a field based recruitment team and have the ability to take financial risks as a privately held organization. |
| Brendan Gallagher, Chief Connected Health Officer | ZS - Deep ML-based analytics Accenture/Deloitte - technology scale with acquired experience design Eversana (Intouch) - Next-gen commercial services plus digital caps |
| Allison Moskowitz, VP Business Development | FCB, Klick, Havas..We try to analyze competition as much as we can although it is tough. We frequently come in "2nd" for pitches and are told that our strategy is spot on but sometimes our creative falls a bit short or is not in line with our strategic thinking. It is also based on chemistry most of the times and we continue to try to find ways to stay engaged with our prospects in this virtual environment. |
| Hudson Plumb, SVP, Strategy | Point of Care Partners: Has been in business much longer and made inroads in niche programs focused on EHR solutions. HWP: Strong KOL and medical education experience developing clinical solutions for integration in workflow at Point of Care. |
| Raun Young, VP, Creative Director | Area 23 and FCB Health are common names I hear when discussing talent and capes with other creatives. Most often, those places are attributed to producing more cutting edge thinking and having a broader pool of talent. Non-agency specific, we have lost bids and opportunities to other agencies that were more experienced in smaller niche categories. For example, when we pitched a surgical aide, the client loved the creative but didn't think we had enough surgical experience to back up the creative. |
| Sima Iofina, VP Strategy | InTouch - cost Ogilvy - strategy Carat & CMI - media Evoke - interactive/digital activations |
| Mark Nolan. Senior Vice President/Group Creative Director | 1) Creative work that breaks through, reflecting originality AND an expert understanding of the science behind the treatment and the physician mindset. 2) Client management that understands our primary clients' agenda within their own organization, as well as how their executive leadership will measure agency success 3) Strong management of client budget, no surprises and no pattern of cost overruns 4) Innovative thinking that 'surprises and delights' the client - and creates value for them within their organization |
| Jack Lynch, SVP Data Innovations | We compete against CMI. They have a single, integrated offering of data, CRM and media that allows them to create a simple engagement across all touchpoints in the journey. The client is freed from selecting best in class for each offering separately then dealing with integration. |
| Richard Sommerkorn Manager, Business Development | We have concerns about your data privacy with the use of live dialogue capture. Clients conflate N=X of dialogue with N=X patient's in Journey work often not understanding the difference even after calls to explain such. |
| Kara Dugan President Razorfish Health | Klik: stronger digital expertise, client on site structure and sexy thought leadership. FCB: equally strong medical expertise, stronger creative reputation, similar power of a network. VMLY&R: unique creative perspective |
| John Besemer, SVP Medical Director | Cannot answer |
| Kara Bissonnette, Senior Associate of New Business | There are a few things that our competitors have outscored us on in previous competitive pitches: high-science and medical expertise (including HCP marketing/HCP campaign development and writing), ability to quickly develop chemistry with client team, clear engagement philosophy and planning. |
| Peter Walker, Chief Technology Officer | Accenture, Wipro, Cognizant (traditional SIs) - massive employee scale and footprint with broadest capabilities and consistent talent avails. Deep IT/IS relationships that are embedded into operations. ZS, Deloitte (more focused tech/data operators) - High science experiences and deep relationships with C-suite in pharma/HC/LS. More experimental in positioning Klick, InTouch (smaller holding companies) - Very deep and tenured client relationships, aggressive market positioning with market partners Ogilvie Health, McCann Health (larger holding companies) - |
| Carol Bendig, SVP Finance and Commercial Operations | Ability to be agile and nimble are the most used words these days. We have had feedback about our creative and strategy that we need to address - missing the mark on the ask within the RFP vs the WOW factor. |
| Neil Johnson, VP Account Director | The agency we most often compete with is InTouch, who act as the Digital AOR for our clients focusing on all the digital tactical pull-thru. We do not have a strong digital offering. |
| Ayanna Telfort, EVP, Director of Client Services | FCB Health is a major competitor and they are often seen as more creative and take more risks. We also compete again InTouch and Klick Health from a standpoint of them seen as more digitally savvy. |
| Kristin Colleluori, VP/Group Account Director | Evoke, Fishawack, FCB. The larger the agency, the more likely clients are to perceive wasteful spending and bureaucracy. Harder to make case for nimble when so large; altho my view is that if an agency has more people, you can more quickly "snap on" resources in a pinch. Having more in house experts and less of a reliance on freelancers where there is less "control" and less brand knowledge is beneficial particularly for AOR situations |
| Caroline Jamieson, SVP Strategy | We compete against McCann Health (whoops! Forgot to add to my experience but can't go back. Worked there for 1 year, leading strategy for Roxadustat (anemia of CKD) and Lokelma (Hyperkalemia), AstraZeneca. McCann Health has a secret sauce with a deep bench of expertise in behavioral health and neuromarketing. R/GA. Known for top-notch digital expertise, with proven years of digital growth & innovation for their clients. Smaller boutique social content agencies. I would love to truly compete head-to-head with these shops. My dream is for SSW to become KNOWN for social prowess in the Pharma space. |
| Sarah McKeown-Cannon | Director, Growth | ThreeWire: 'quick and dirty' material development for studies so timelines are cheaper. Also offer in-house referral management platforms and site liaisons which are services we do not. Spectrum: Provide deep insights without the concierge service so are a cheaper option for clients Innovative Trials: Site liaisons which are services we do not offer. BBK: Have stronger digital capabilities than us Praxis: Deep relationships with some key clients |
| Michael Zelinka, Analyst on the Business Development Team | Some of our non US clients are worried that our US ideals may influence our research when entering other countries. This is a bias we are aware of, but it is hard to manage. Other companies also hold closer relations with some clients, or are on the preferred vendor list which is something that takes away from our appeal. |
| Steven Hebert, EVP Business Development | Klick: Known for digital development Intouch: Known for digital development Area 23: Known for award-winning creative |
| Anuj Desai, Vice President, Scientific Director | No specific agency comes to mind, however the biggest push back I hear is that they cover tactics in more detail than strategy. Often times, we find out they just want an agency to do the work and implement directions, rather than act as partners and be part of the strategic/creative solution |
| Meghan Dolan VP, Account Director | N/A |
| Kelley Cox - Director, Growth | Klick -- they are a huge competitor when it comes to our talent. They do a great job of maintaining a great presence online and we are fighting not to lose talent to them. They do a really great job of humanizing the agency and showing the people that actually work there. That ability to show their actual people in a fun, engaging working environment is what sets them apart in my mind. |
| Katie Wade, VP Group Account Director | Evoke, CDM, Edelman |
| Brian Laurinaitis Business Development Manager | ZoomRX.... quick turnaround services. |
| TJ Cimfel, Chief Creative Officer | Klick—Robust digital expertise and execution |
| Jody Zschiedrich, SVP Strategy | McCann Health, Havas, Grey, FCB Health: Some agencies have a true specialty - whether that's payer marketing, consumer marketing, HCP marketing; or disease focus - oncology, rare/infectious disease, cell and gene therapies. Avalere Health, BCG, PwC: Some agencies are steeped in management consulting, commercial operations, and portfolio design and optimization IQVIA: We don't necessarily do a great job on data-centric engagement design and automation (This is a growing need) Klick Health - We don't necessarily do a great job on digital experiences; but are improving |
| Kevin Knox, SVP Data & Analytics | Our two most beloved competitors are Klick and FCB Health (and their conflict shops). Many times our shortfall is that we are too traditional of an agency and don't have the digital chops to compete in the digital space. |
| Ashley Fox, Group Account Director | InTouch - They provide a very competitive |
| Sydney Zeve, Analyst Business Development | Their research is more specific and they can field conversations based on the key business questions. More uniform and "typical" market research. |
| How are you currently reaching out to your target prospects? For example, are you emailing, calling, sending messages through social media, etc.? If so, what has been most effective in generating a response? Please be specific. | |
| Devin Woods - Director, Business Development | My experience- mostly organic growth. Key connections and a strong legacy of our agencies. Hoping to change this! |
| Michelle Bernardini, SVP Analytics | Establishing contact through existing team |
| Paula Cuerquis, Senior Associate, Growth | n/a |
| Klaira Simon, Managing Director | Emails and text messages to known contacts is the best way to reach new prospects. We need the ability to access and purchase email addresses for R&D/ clinical clientele. |
| Brendan Gallagher, Chief Connected Health Officer | Emailing |
| Allison Moskowitz, VP Business Development | We do not do a ton of prospecting but we typically send emails and try to make in roads and set up phone calls with our procurement contacts. |
| Hudson Plumb, SVP, Strategy | I reach out to target prospects based on leads generated through contacts, RFPs, existing clients, and referrals via PH partners. |
| Sima Iofina, VP Strategy | Work with client services leads |
| Mark Nolan. Senior Vice President/Group Creative Director | 1) We respond to RFPs passed to RFH from Publicis Health Growth Officers and Key Account Leads for bigger Pharma clients 2) I believe (although I'm not informed) that the RFH Growth Lead does outreach to clients through his network of relationships 3) I believe RFH Executive Leadership maintains relationships with previous clients who have taken new positions through LinkedIn and social media 4) I believe there is an opportunity to create a social media/CRM prospecting strategy based on publicizing 'new' strategies that address the primary obstacles to new treatment growth - physician habit and institutional 'speed bumps' to slow the adoption of new, expensive treatments. |
| Jack Lynch, SVP Data Innovations | Primarily email with the lack of in-person visits. I depend on our client leads to open the door for discussion with my counterpart on the client side. |
| Richard Sommerkorn Manager, Business Development | Calling has yielded 0 call backs for me Email 100% of my hits |
| Kara Dugan President Razorfish Health | I email my personal contacts. Our BD lead or GCLs request introductions to purchasing teams. Both have been effective in getting RFPs. We received positive feedback on our team's chemistry in one of these introductory calls - proving you can't achieve the connection via a capes deck sent via email. We have a social media presence but we aren't using it to target prospects (we're considering this in 2022). |
| John Besemer, SVP Medical Director | Not directly |
| Kara Bissonnette, Senior Associate of New Business | We utilize email as our main form of contact. |
| Peter Walker, Chief Technology Officer | Typically do not cold call or reach out without prior demand or schedule. Most effective: emailing and calling OR live meetings at conferences, congresses and similar |
| Carol Bendig, SVP Finance and Commercial Operations | NA - I do not do direct prospecting |
| Neil Johnson, VP Account Director | I am not responsible for prospecting at my organization. |
| Ayanna Telfort, EVP, Director of Client Services | Emails (sharing cases, POVs and new ideas); calls; setting up meet/greet and 1:1 sessions. |
| Kristin Colleluori, VP/Group Account Director | I just started so I have not done this yet at RFH, but I normally would linkedin DM or text. |
| Matthew Dufner, VP, Group Account Director | Since i'm focused on organic growth with current clients, i take advantage of existing client relationships to identify and broker connections with new people where there may be opportunities |
| Sarah McKeown-Cannon | Director, Growth | Emailing directly, connecting via LinkedIn and messaging, meeting at conferences/events. Connecting with target prospects in person at conferences or through 1:1 catch ups at events / over coffee is the most successful. One of the reasons clients often want to work with us is due to our concierge client service offering, so that starts with building relationships at a Growth level. |
| Michael Zelinka, Analyst on the Business Development Team | I am emailing and sending messages through LinkedIn. So far LinkedIn has not been fruitful at all. Emails have received positive responses. |
| Steven Hebert, EVP Business Development | Our team is focused on maintaining the relationships we have with procurement and marketing clients in order to know in advance which opportunities are coming. We do this via email and teleconferences. |
| Anuj Desai, Vice President, Scientific Director | N/A |
| Meghan Dolan VP, Account Director | N/A |
| Kelley Cox - Director, Growth | Direct prospecting doesn't really hit my role, but two of our main 2022 marketing goals are to 1) position RFH as a thought leader in our industry and 2) promote our capabilities and expertise. These efforts should provide air cover and support for the direct prospecting activities that are happening. If we are reaching out to someone, we want them to be able to go to our website or social properties and see the strength in what RFH has to offer so that it will help support their decision to continue the conversation with us. |
| Katie Wade, VP Group Account Director | For the accounts I work on, all organic growth comes from existing relationships and clients we're are consistently working with. |
| Brian Laurinaitis Business Development Manager | Emailing and Linkedin. Emailing being the most effective |
| TJ Cimfel, Chief Creative Officer | N/A |
| Jody Zschiedrich, SVP Strategy | Typically start with social media and (if possible) email. Most primarily focus on presenting a POV against a current trend and topic of conversation in the industry. The goal is not to sell at this point, but rather just get the conversation started. Phone call and live conversations help to transition beyond transactional exchanges and start building a rapport and trust. However, its been F2F or virtual F2F engagements that offer the greatest opportunity to connect and activate as a customer because you can nail the chemistry with the prospect. |
| Kevin Knox, SVP Data & Analytics | At this moment in time I have not begun to proactively prospect. I'm new to role and building out core capabilities within my team before moving on to prospecting. |
| Ashley Fox, Group Account Director | For our current client, the most effective way to connect and prospect is through organic conversations. It can be almost impossible to carve out dedicated time to talk about new partnerships, so its on client services to be creative in when to insert side discussions and work to open up doors for deeper conversations. For example, in a creative concepting discussion, where we deliver on brief and ask, I would use the opportunity give a short synopses and let them know that while this is on brief and ask, we solved for a similar challenge with a different client in XX way, with XX results. |
| Sydney Zeve, Analyst Business Development | Email, calling, and LinkedIn Sales Navigator. Email and Sales Navigator are the most successful. |
| Knowing how busy senior executives are, how effectively are you able to consistently follow up with your targeted prospects? (10 = consistently: never let top of mind interest and awareness drop; 1 = inconsistent fits and starts) | |
| Devin Woods - Director, Business Development | 1 |
| Michelle Bernardini, SVP Analytics | 3 |
| Klaira Simon, Managing Director | 4 |
| Brendan Gallagher, Chief Connected Health Officer | 7 |
| Allison Moskowitz, VP Business Development | 5 |
| Hudson Plumb, SVP, Strategy | 7 |
| Raun Young, VP, Creative Director | 6 |
| Sima Iofina, VP Strategy | 6 |
| Mark Nolan. Senior Vice President/Group Creative Director | 5 |
| Jack Lynch, SVP Data Innovations | 4 |
| Richard Sommerkorn Manager, Business Development | 8 |
| Kara Dugan President Razorfish Health | 5 |
| Kara Bissonnette, Senior Associate of New Business | 5 |
| Peter Walker, Chief Technology Officer | 6 |
| Ayanna Telfort, EVP, Director of Client Services | 6 |
| Caroline Jamieson, SVP Strategy | 8 |
| Sarah McKeown-Cannon | Director, Growth | 3 |
| Michael Zelinka, Analyst on the Business Development Team | 6 |
| Steven Hebert, EVP Business Development | 4 |
| Katie Wade, VP Group Account Director | 6 |
| Brian Laurinaitis Business Development Manager | 8 |
| TJ Cimfel, Chief Creative Officer | 5 |
| Jody Zschiedrich, SVP Strategy | 5 |
| Kevin Knox, SVP Data & Analytics | 3 |
| Ashley Fox, Group Account Director | 4 |
| Sydney Zeve, Analyst Business Development | 9 |
| Separately from one-to-one outreach, are you (or is your agency) doing any content marketing to generate awareness and engagement with your prospects? | |
| Devin Woods - Director, Business Development | I believe there is content marketing happening at the network and agency levels, but as a "prospect" lead, these efforts are unfortunately not shared with Growth teams to the degree I think necessary. |
| Michelle Bernardini, SVP Analytics | Marketing team lead initatives |
| Paula Cuerquis, Senior Associate, Growth | Yes. We're active on social media and aim to share 1-2 thought leadership pieces on our blog each month. |
| Klaira Simon, Managing Director | Langland has social channels and followers and regularly posts content on our pages. |
| Brendan Gallagher, Chief Connected Health Officer | Not yet - Part of Wellth 2022 efforts will be to create a market-facing story |
| Allison Moskowitz, VP Business Development | SSW does not do much content marketing expect for award submissions and some thought leadership from our global chief creative officer. |
| Hudson Plumb, SVP, Strategy | Yes. |
| Raun Young, VP, Creative Director | RFH has rebranded itself as a smart, current and approachable brand for all prospective clients. The agency appears to be making more of an effort on social channels to connect with a broad audience. |
| Sima Iofina, VP Strategy | Yes |
| Mark Nolan. Senior Vice President/Group Creative Director | I think most of our efforts have been focused on recruiting new employees. I believe there would be value in leveraging the types of strategies we would recommend for our clients in social media, platform marketing and CRM. That would require the development of Intellectual Property that we are capable of, but to my understanding, haven't recognized the value of. |
| Jack Lynch, SVP Data Innovations | Yes. We have a robust marketing team driving campaigns as well as a content creation calendar for individuals to create content (blogs, articles, etc.) that are then promoted. |
| Richard Sommerkorn Manager, Business Development | Yes, joint marketing with GSK and possibly more |
| Kara Dugan President Razorfish Health | We focused our social marketing efforts on recruitment this year given the "great resignation" vs. prospect marketing. We create targeted sell sheets for specific client's focus areas e.g. rare disease, oncology etc. |
| John Besemer, SVP Medical Director | I am not personally |
| Kara Bissonnette, Senior Associate of New Business | SSW has a light stream of content that gets pushed out through our social channels. Our LinkedIn page has been a place for generating awareness around PR, award wins, and celebrating our talent. |
| Peter Walker, Chief Technology Officer | We do some white paper development and media publications |
| Carol Bendig, SVP Finance and Commercial Operations | NA - I do not do direct prospecting |
| Neil Johnson, VP Account Director | Unknown |
| Ayanna Telfort, EVP, Director of Client Services | Yes, there are some articles we prepare for our blog to attract new clients |
| Kristin Colleluori, VP/Group Account Director | not sure |
| Caroline Jamieson, SVP Strategy | I am unaware of content marketing done by SSW to generate leads. |
| Sarah McKeown-Cannon | Director, Growth | Post-event CRM blasts to attendees. Holiday and upcoming event attendance CRM blasts. Planning for some more targeted content to be shared with CRM in 2022. Speaking at conferences at various times of the year to promote Langland's capabilities. |
| Michael Zelinka, Analyst on the Business Development Team | Yes, we have the whitepages. Johan and I are discussing sending something that is more of a report, or informative in later blasts rather than just reaching out about a meeting or supplying services. |
| Steven Hebert, EVP Business Development | No, not consistently. However our analytics department maintains a separate data & analytics blog that is kept fresh and relevant. |
| Anuj Desai, Vice President, Scientific Director | N/A |
| Meghan Dolan VP, Account Director | N/A |
| Kelley Cox - Director, Growth | To support the goals mentioned in question 8, we ensure we keep a consistent stream of content going out to our website and social properties. We also have a recruitment campaign running to keep the RFH name out there and attract new talent to the agency. |
| Katie Wade, VP Group Account Director | Newsletters is one example of outreach to current clients. |
| Brian Laurinaitis Business Development Manager | Yes |
| TJ Cimfel, Chief Creative Officer | Yes |
| Jody Zschiedrich, SVP Strategy | Not much, to my understanding. |
| Kevin Knox, SVP Data & Analytics | Uncertain at this time. |
| Ashley Fox, Group Account Director | N/A |
| Sydney Zeve, Analyst Business Development | We've had a pause. But we have socialized new offerings and company updates through newsletters. |
| Getting more specific with your first meeting (virtual or in-person), what is the typical approach? What is the agenda and content you take a prospect through? | |
| Devin Woods - Director, Business Development | From a PH network perspective, we provide a high level overview of our agencies. Then highlight some key network differentiators that apply across all of our agencies. |
| Michelle Bernardini, SVP Analytics | Not sure |
| Paula Cuerquis, Senior Associate, Growth | n/a |
| Klaira Simon, Managing Director | We initially share a capabilities presentation with new prospects. Includes who Langland is, what we do and case studies and of how we have helped other clients achieve success. Capabilities are typically tailored to the client's pipeline and personalized based on any known upcoming studies or projects. |
| Brendan Gallagher, Chief Connected Health Officer | Get them talking first |
| Allison Moskowitz, VP Business Development | We typically like to introduce ourselves, try to find out as much as we can about the potential opportunity and then either verbally or through a presentation take the prospects through our capabilties deck. We try to build as much chemistry as possible as it is the first engagement through a potentially several month process. |
| Hudson Plumb, SVP, Strategy | I start the meeting by probing for areas of need and opportunity with the client, and then customize a presentation of our solutions and experience around those areas, focusing on how unlocking growth opportunities could drive their business and solve key challenges. |
| Raun Young, VP, Creative Director | Along with account and strategy partners, it's important that we first make clients know that we UNDERSTAND the business and back it up with research and insights that have informed our creative and predictions. |
| Sima Iofina, VP Strategy | Since I mostly work with clients I have a standing relationship with, the meeting usually focuses on the specific, identified need, our understanding of the organizational context, key insights, and potential solutions and value the agency can provide in addressing the need. We try to always anticipate questions/challenges clients might bring up in the conversation - this stems from personally knowing clients situations and a deep understanding of the business issue at hand. |
| Mark Nolan. Senior Vice President/Group Creative Director | I have not been involved in those first meetings, but I imagine there is a agency overview presentation that is given. |
| Jack Lynch, SVP Data Innovations | I usually engage in response to an RFP or specific business need. The content primarily highlights our approach to solve that need and relevant case studies. |
| Richard Sommerkorn Manager, Business Development | Capabilities Review |
| Kara Dugan President Razorfish Health | We request an opportunity to share a specific capability that we believe could benefit the clients brand e.g. our influencer marketing capability or our physician panel. Or we share a specific case study that has relevance. Sometimes we offer a "choose your own adventure" and serve up 3 options and let the client choose (this can lead to a follow up to the remaining options) |
| Kara Bissonnette, Senior Associate of New Business | We tend to take an informal and conversational approach to initial contact meetings. We want them to get a sense of who we are as people, then we take them through what we can do for them as an agency. Usually we prepare a few capabilities slides, and should the client seem interested we can present them. |
| Peter Walker, Chief Technology Officer | Oddly, I find it's best to NOT lead with technology or IT-isms. A business needs focused conversation - open dialogue around goals and barriers - is typically most benefitial and leads to targeted follow-ons and break-outs. We're a big enough name that "what we do well" isn't often a leading conversation for us. |
| Carol Bendig, SVP Finance and Commercial Operations | NA - I do not do direct prospecting |
| Ayanna Telfort, EVP, Director of Client Services | Share the overview of Razorfish Health and then jump into how we may be able to help their business. |
| Kristin Colleluori, VP/Group Account Director | given covid, virtual. capabilities with a focus on their needs so it doesn't feel generic and cookie cutter |
| Matthew Dufner, VP, Group Account Director | Very much depends on situation, but if meeting a new person within existing client organization, normally there is a specific topic /need / opportunity that has been identified, so build the agenda around that |
| Caroline Jamieson, SVP Strategy | Define the challenge as they've posed it to us, turning it on its head with an insightful twist. Present a few thoughtful approaches to solve for the challenge. Listen to their comments and question, elicit their thoughts and feedback. |
| Sarah McKeown-Cannon | Director, Growth | Introductions Understand the clients needs / areas of interest Credentials - Langland Belief, Capabilities, Experience and Reputation - tailored to clients therapy areas/areas of interest if known in advance Next steps |
| Michael Zelinka, Analyst on the Business Development Team | It is usually an introduction of what each of us do, what their interest is, and then diving into the capabilities discussion. |
| Steven Hebert, EVP Business Development | We have a modular capabilities deck that we edit according to what we know about the target opportunity: their stage of development, their target audience, their disease category. |
| Anuj Desai, Vice President, Scientific Director | N/A |
| Meghan Dolan VP, Account Director | N/A |
| Kelley Cox - Director, Growth | n/a |
| Katie Wade, VP Group Account Director | In my situation, we're bringing forward new ideas/thinking based on a current business challenge that we are helping the client solve for. |
| Brian Laurinaitis Business Development Manager | I send an outline ahead of the meeting and tend to ask a lot of questions |
| TJ Cimfel, Chief Creative Officer | Tailored capes, understanding their needs |
| Jody Zschiedrich, SVP Strategy | Agenda for a first meeting is less about content and more about establishing rapport, building trust. Sharing that we're knowledgeable about the business they're in and asking great questions about the future of that business. This opens the door to uncovering specific issues at hand and the ability to tailor solutions (together with the customer) based on what you know you can deliver. |
| Kevin Knox, SVP Data & Analytics | I would imagine that I would take them through the analytics approach at SSW then start to ask questions about their particular measurement needs. |
| Ashley Fox, Group Account Director | Our client is very budget driven, and we've been burned in the past "over delivering", so we try to be strategic with when and how we push for "better" work or bigger thinking. We usually have to include these bigger ideas into existing meetings and discussions. If the clients like what they hear, they're more inclined to schedule dedicated time with us. |
| Sydney Zeve, Analyst Business Development | Ask for client background and what their responsibilities. Ask if they have heard of us. Give company background. Highlight priorities for client and gain knowledge on what they would view as a successful project. |
| What percentage of your warm leads stall in your pipeline? In other words, what percentage of your leads initially respond but ultimately never convert? | |
| Devin Woods - Director, Business Development | 50% |
| Michelle Bernardini, SVP Analytics | 30% |
| Klaira Simon, Managing Director | 10% |
| Brendan Gallagher, Chief Connected Health Officer | 60% |
| Hudson Plumb, SVP, Strategy | 50% |
| Sima Iofina, VP Strategy | 50% |
| Jack Lynch, SVP Data Innovations | 50% |
| Richard Sommerkorn Manager, Business Development | 60% |
| Kara Dugan President Razorfish Health | 80% |
| Kara Bissonnette, Senior Associate of New Business | 30% |
| Peter Walker, Chief Technology Officer | 40% |
| Ayanna Telfort, EVP, Director of Client Services | 40% |
| Kristin Colleluori, VP/Group Account Director | 20% |
| Caroline Jamieson, SVP Strategy | 50% |
| Sarah McKeown-Cannon | Director, Growth | 70% |
| Michael Zelinka, Analyst on the Business Development Team | 40% |
| Steven Hebert, EVP Business Development | 50% |
| Brian Laurinaitis Business Development Manager | 50% |
| TJ Cimfel, Chief Creative Officer | 50% |
| Jody Zschiedrich, SVP Strategy | 60% |
| Kevin Knox, SVP Data & Analytics | 50% |
| Ashley Fox, Group Account Director | 70% |
| Sydney Zeve, Analyst Business Development | 30% |
| On a scale of 1-10, when engaging a prospect, how effectively do you lead with the benefits your agency will provide them? For example, how well do you lead with a focus on the prospect and their growth opportunities – versus selling the agency, its capabilities and case studies? (10 = I always have a point of view about the prospect and how we can help grow their business; 1 = I tend to only talk about the agency and our capabilities) | |
| Devin Woods - Director, Business Development | 2 |
| Michelle Bernardini, SVP Analytics | 4 |
| Klaira Simon, Managing Director | 7 |
| Brendan Gallagher, Chief Connected Health Officer | 10 |
| Allison Moskowitz, VP Business Development | 8 |
| Hudson Plumb, SVP, Strategy | 9 |
| Raun Young, VP, Creative Director | 4 |
| Sima Iofina, VP Strategy | 8 |
| Jack Lynch, SVP Data Innovations | 9 |
| Richard Sommerkorn Manager, Business Development | 4 |
| Kara Dugan President Razorfish Health | 7 |
| Kara Bissonnette, Senior Associate of New Business | 4 |
| Peter Walker, Chief Technology Officer | 8 |
| Ayanna Telfort, EVP, Director of Client Services | 5 |
| Kristin Colleluori, VP/Group Account Director | 10 |
| Matthew Dufner, VP, Group Account Director | 7 |
| Caroline Jamieson, SVP Strategy | 8 |
| Sarah McKeown-Cannon | Director, Growth | 4 |
| Michael Zelinka, Analyst on the Business Development Team | 5 |
| Steven Hebert, EVP Business Development | 10 |
| Meghan Dolan VP, Account Director | 8 |
| Brian Laurinaitis Business Development Manager | 9 |
| TJ Cimfel, Chief Creative Officer | 8 |
| Jody Zschiedrich, SVP Strategy | 7 |
| Kevin Knox, SVP Data & Analytics | 5 |
| Ashley Fox, Group Account Director | 6 |
| Sydney Zeve, Analyst Business Development | 8 |
| Overall, where have you experienced the greatest challenges with proactive prospecting? Consider internal challenges as well as external prospect challenges. | |
| Devin Woods - Director, Business Development | Setting these meetings up! |
| Michelle Bernardini, SVP Analytics | Not sure |
| Thom Hart, VP Advocacy | infrastructure and managing organic growth. |
| Klaira Simon, Managing Director | Identifying new prospects, especially at smaller US companies, is our greatest challenge. Once someone gets to know us, our success rate of winning at least one project is very high. |
| Brendan Gallagher, Chief Connected Health Officer | Client "ownership". Someone to grab the reigns and bring it home. Sometimes Groupe systems/politics. |
| Allison Moskowitz, VP Business Development | Many of the companies on our target list have a set roster of agencies that they can work with so sometimes it is hard to get opportunities with the large pharma companies. |
| Hudson Plumb, SVP, Strategy | Developing qualified new leads. Internally, my challenge is helping team members understand the full potential of Point of Care and health system programs. |
| Raun Young, VP, Creative Director | Convincing clients that we're capable of more when we're often too busy to consider anything additional for the brand. |
| Sima Iofina, VP Strategy | Most critical challenge is lack of visibility into the agency growth strategy, i.e., the types of clients we're pursuing, emerging opportunities, etc. Not explicitly part of the role |
| Mark Nolan. Senior Vice President/Group Creative Director | I can't speak to this with first-hand knowledge. My sense is having a strategic and differentiating value proposition that speaks to the clients' marketing challenge and sparks interest. |
| Jack Lynch, SVP Data Innovations | I'm selling new capabilities for RFH. The largest challenge is lack of RFH specific case studies. We are able to use some partner cases (sapient & epsilon) but we don't have direct experience with them. |
| Richard Sommerkorn Manager, Business Development | Finding when internal budget planning occurs Concerns about data privacy, especially overseas |
| Kara Dugan President Razorfish Health | 1. Time 2. Developing something smart to offer. 3. Internally we need to make sure we're not overlapping with agency's relationship - not a challenge per se but needs to be considered |
| Kara Bissonnette, Senior Associate of New Business | It is hard to get qualified leads, and we have a steady stream of RFPs from interested potential clients that allows us to focus more on reacting to opportunities and less on hunting them. |
| Peter Walker, Chief Technology Officer | Relationships with senior enough clients to secure interest or engagement. Finding the right client buyer with enough technical leverage to own the solution. Finding a client with the vision and attitude to try new, novel, or "experimental" options |
| Carol Bendig, SVP Finance and Commercial Operations | NA - I do not do direct prospecting |
| Neil Johnson, VP Account Director | n/a |
| Ayanna Telfort, EVP, Director of Client Services | External challenges include ensuring that the client we have in the presentation is the right decision maker; the right timing for follow-up discussions; converting the prospect past the "interested" phase. Internal challenges: having enough time for prospecting and ensuring my team has what they need to meet the clients' needs. |
| Kristin Colleluori, VP/Group Account Director | prospects view it as too salesy since it is viewed as a cold call |
| Caroline Jamieson, SVP Strategy | I often feel I'd be more direct than my account counterparts in picking up the phone, calling prospects, booking time with them, particularly for organic business growth. It's important to always present something valuable that senior executives can use, there's no time to simply have a conversation. But if we don't even have an initial sense of what they're challenges are, what they're fighting, then we can't develop thought pieces/POVs to take back to them. |
| Sarah McKeown-Cannon | Director, Growth | Having time to reach out to prospects, knowing what to say in an engaging way that people will respond to and not coming across as 'cold calling sales'. |
| Michael Zelinka, Analyst on the Business Development Team | How to reach certain people, or generating conversations with contacts we do not have information on. Cold emailing has been difficult as well. I have also found that we have had multiple people email us about setting up a meeting, but then these trails go cold. |
| Steven Hebert, EVP Business Development | We do not have market intelligence that I am confident in. Which drugs are launching when. What their market opportunity & budgets are. This makes it hard to target outreach effectively. |
| Anuj Desai, Vice President, Scientific Director | Especially if we're working on a launch, getting time with prospects to talk about the future (even if it's 1 year or 6 months from now) can often be challenging if it doesn't have to do with the current agenda (ie, the launch) |
| Kelley Cox - Director, Growth | I think it would help if we have some standard materials to support the team like email templates, versions of creds decks, etc. We have made some progress here but I think we can do more. |
| Katie Wade, VP Group Account Director | Lack of response from clients. |
| Brian Laurinaitis Business Development Manager | Connects and responses. |
| TJ Cimfel, Chief Creative Officer | I don't have a sense that we do a lot of proactive prospecting. I know we have targets, and that might be changing, but overall almost all of our pitches seem to be reactive. They came to PH, and got handed to us. |
| Jody Zschiedrich, SVP Strategy | 1. Agency teams typically do not have the skillset (or do not feel uncomfortable) asking the right questions and (just as important) making the appropriate interpretation (read between the lines). 2. Agencies typically come in thinking the first interaction is going to be where they sell; which is neither personalized nor relationship-driven (set up for long-term success) 3. Agencies typically bring in senior leadership during pitching. Client's rarely want the Sr. Leader; but rather want to hear from the person/team who will actually be their day-to-day partner. 4. Agencies typically do not spend enough time preparing to make the first exchange; and have very little knowledge about the company or its marketplace. They only know the agency, not the customer nor their audience. |
| Kevin Knox, SVP Data & Analytics | As new to role, I have not started actively pursuing prospects. |
| Ashley Fox, Group Account Director | Externally, its always time. Our clients work with a number of different agencies at any given time, and have many internal stressors, and in all honesty, budget constraints. Being able to cut through the clutter is a big challenge. Our clients also hold their goals and challenges close to the vest, so it can be hard to connect their bigger needs to our solutions. Internally, I think its both time and the agency agreeing to investing resources to proactively prospect. |
| Sydney Zeve, Analyst Business Development | Greatest challenge is identifying the decision maker for that team. |
| Any final thoughts for us as we prepare to lead you through the training program? | |
| Devin Woods - Director, Business Development | My goal for these meetings, at a minimum, is to equip or agency teams with the tools they need for prospective outreach, with the intention of setting up client relationships BEFORE they issue RFPs. |
| Michelle Bernardini, SVP Analytics | Ensure we cover organic new business creation |
| Sarah Mahrous, Senior Associate, Growth | as some one still relatively early in there career I'm excited to understand more clearly the best ways to approach and gain new clients from scratch |
| Klaira Simon, Managing Director | Curious about the effectiveness of thought leadership in generating new business. We see its value reputationally. |
| Allison Moskowitz, VP Business Development | Looking for any new tips/tricks on keeping our prospects engaged during a pitch presentation virtually. We use mentimeter polling, find interesting ways to show survey results, include several insight/creative videos, etc. |
| Hudson Plumb, SVP, Strategy | The more the training can focus on the specific challenges and considerations of healthcare marketing and advertising, vs. general industry advertising, the better. |
| Sima Iofina, VP Strategy | n/a |
| Mark Nolan. Senior Vice President/Group Creative Director | We preach the value of an integrated, data-driven 'platform' approach to marketing as the thing that differentiates Publicis. I think we could be practicing what we preach in developing our own business. |
| Jack Lynch, SVP Data Innovations | As a discipline lead what is the best way to engage internal prospects in addition to client prospects. How much time should be devoted to business development vs managing the practice (developing services and offerings, team building, etc.) |
| Richard Sommerkorn Manager, Business Development | N/A |
| Kara Dugan President Razorfish Health | We enrolled Sr. leaders including myself because "selling" doesn't always come naturally to us. We can all be better sales people. |
| Peter Walker, Chief Technology Officer | nope |
| Ayanna Telfort, EVP, Director of Client Services | Most of my division is focused on organic growth. I'd like to understand how the Mirren prospecting principles can help to drive organic growth amongst existing clients. |
| Matthew Dufner, VP, Group Account Director | Since i am not really involved in the prospecting / lead generation aspect and only sporadically involved in new business pitches, my focus for this session will be in how i can gain learnings to drive organic growth, e.g. how do i pick up on something a client says that may present a growth opp, how get an intro to someone else in the organization if they're not actively looking for help, etc. |
| Sarah McKeown-Cannon | Director, Growth | Langland is known as being more expensive than all of our competitors. Clients want to work with us but they often cannot justify spending more money when they do not feel the study will be challenging to recruit for. A big challenge for us is knowing how to sell the power and effectiveness of strategic creative |
| Michael Zelinka, Analyst on the Business Development Team | I am looking forward to new tactics on how to sell, as it is something I am still learning. |
| Steven Hebert, EVP Business Development | We do not have a problem with volume of pitch opportunities. We all turn down multiple pitches a year. I am concerned about the focus on maximizing prospecting volume and lead gen. I think we need much more work on improving lead quality and market intelligence in order to prioritize our opportunities. Otherwise we will just have more pitches to pass on. |
| TJ Cimfel, Chief Creative Officer | Personally, having been through some of this Mirren training before, I'd be interested in your POV on organic growth. Hoping not to get a lot of repeat info/exercises from before. |
| Sydney Zeve, Analyst Business Development | Excited to learn new tips on prospecting |
| Please list any Mirren conferences, workshops or webinars you’ve participated in. | |
| Devin Woods - Director, Business Development | Mirren Executive Leadership Summit 2021 |
| Sarah Mahrous, Senior Associate, Growth | Executive leadership summit 2021 |
| Klaira Simon, Managing Director | None. |
| Allison Moskowitz, VP Business Development | I have attended Mirren in NYC twice and participated in one or two of the workshops/webinars virtually last year. |
| Hudson Plumb, SVP, Strategy | I participated in the Mirren conference with Publicis Health in 2020. |
| Sima Iofina, VP Strategy | Organic Growth |
| Jack Lynch, SVP Data Innovations | n/a |
| Richard Sommerkorn Manager, Business Development | None thus far |
| Kara Dugan President Razorfish Health | None |
| Peter Walker, Chief Technology Officer | About 4 years ago a biz development workshop in the PHL office of Digitas Health. Sorry, I don't have dates or even years ;-) |
| Carol Bendig, SVP Finance and Commercial Operations | NA |
| Ayanna Telfort, EVP, Director of Client Services | n/a |
| Kristin Colleluori, VP/Group Account Director | none |
| Matthew Dufner, VP, Group Account Director | none |
| Michael Zelinka, Analyst on the Business Development Team | N/A |
| Steven Hebert, EVP Business Development | None |
| Kelley Cox - Director, Growth | none |
| Katie Wade, VP Group Account Director | Mirren organic growth workshop in Feb 2020 |
| TJ Cimfel, Chief Creative Officer | Mirren new business training—focused on pitch best practices, capabilities best practices, agency value prop |