Life Science Marketing Radio

Chris Conner
  • 4.8 (21)
  • MARKETING
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Life Science Marketing Radio

I interview marketing leaders inside and outside the life sciences (and an occasional scientist) to share the best ideas for making your marketing more effective. cclifescience.substack.com

  1. OCT 24

    Mindset: The Culture You Create Within Yourself

    Shifting our approach to feedback In my recent conversation with mindset coach, Margaret Jennings (MJ), our conversation started with the emotional rollercoaster created by feedback—especially when you're early in your career. Feedback, both positive and negative, is useful but can also result in a wild ride. MJ once described herself as a “floundering high achiever” in her 20s. She is a more grounded and self-aware leader today. Her insights are both relatable and instructive. Like many of us I’m sure, she once heavily relied on external validation. She was on top of her game when feedback was positive, but when it turned critical, it felt like failure. This is something that likely resonates with a lot of high achievers. Her sense of self-worth was tied to what others thought about her accomplishments, whether in school or sports. In many ways, this made her successful in the short term, but it came at the cost of long-term fulfillment. She explained that it’s natural to want to please those around us—whether it’s parents, teachers, or coaches. After all, as babies, this is how we secure food, love, and safety. But the problem comes when we carry this strategy too far into adulthood, to the point where our identity is solely built around what others think of us. This approach eventually leads to burnout and can limit our potential for growth and happiness. Consider the mental gymnastics we all do when we receive feedback. It reminded me of the challenge of a good golf swing: You can’t perform well if you are overanalyzing every aspect of it all the time. Margaret agreed and said her turning point came when she started working with a mental performance coach. This coach helped her realize that her value didn’t have to come from others' opinions; instead, she could generate her own sense of worth internally. That shift in thinking transformed the way she performed, both in work and in life. Building a relationship with yourself MJ brought up the concept of building a relationship with oneself: We’re constantly in a dialogue with ourselves, and it’s crucial to make that relationship a positive one. Through practices like journaling, meditation, and self-reflection, we can learn to identify and understand our own needs and desires, leading to a more balanced and sustainable approach to both work and life. Looking back at my own life, there was a time when I had a few ideas about a career path but was relying a lot on others’ expectations and evaluations of my abilities to show me the way. It took a long time to move past that. I asked Margaret about how she specifically changed the way she talked to herself, and her response was insightful. She noted that awareness is key—you need to recognize the quality of your self-talk. Is it positive and affirming, or is it critical and self-defeating? She likened this to any relationship, explaining that you need to invest time and energy into yourself just as you would with a friend or partner. You’d have a difficult time building a positive relationship with anyone else if you were constantly critical of them. It strikes me that adopting a growth mindset is your ticket off of the emotional rollercoaster. You no longer see constructive feedback as a personal attack but as an opportunity for growth. This mindset shift is vital, especially for high achievers who can often fall into the trap of seeing any criticism as a sign of failure. Not subscribed? Let’s fix that, shall we? Subscribe for free to receive new posts and support my work. Embracing uncertainty MJ talked about the importance embracing uncertainty, something that has been on my mind lately, and her thoughts on it really hit home. Our constant search for certainty is often counterproductive because so much of life is inherently unpredictable. Instead, we should focus on what we can control and accept that not everything will go perfectly. It’s about shifting from an all-or-nothing mentality

    19 min

  2. OCT 9

    Sparking Creativity: Innovation Begins with Observation

    With the life science tools industry facing a 7% drop in revenues, innovation and fresh approaches are needed to hold on to your slice of the pie. I spoke with Marina Hop, Managing Director, and Gary Brooks, Creative Director at Viveo Consulting, to explore creativity in life science marketing. Our discussion focused on how creativity can be a powerful tool to not only optimize business operations but also generate new ideas to address these challenges. In a downturn, companies often retreat into operational efficiency, cutting costs and tightening the reins. However, real growth and differentiation come from creativity—an approach that not only applies to marketing but spans across the entire business strategy, product development, and even internal team dynamics. Creativity as a Key to Performance Marina pointed out that while companies are focused on optimizing their operations, there's a limit to how much optimization can drive growth. “The optimization side addresses the bottom line,” she said, “but creativity really addresses the top line.” I've seen the same pattern—companies cutting budgets and focusing on short-term savings. I once asked my VP of marketing why, instead of cutting back, we didn’t go full throttle to take market share when our competitors were pulling back. My guests agreed on the need to push forward with disciplined creativity, even when times are tough. As Marina pointed out, Bruker—a company that has excelled in this downturn—successfully combines operational excellence with what they call "disciplined entrepreneurialism." Balancing Operations and Innovation Gary elaborated on how companies often live in two worlds: the operational world of structure, metrics, and routines, and the innovation world, driven by curiosity and experimentation. He emphasized the importance of maintaining a balance between these two worlds, especially during challenging times. “When companies struggle, they revert back to the operational side because it’s manageable,” he said, but added that without creativity and innovation, growth stalls. He pointed out, creativity is not just about artistic expression—it's about connecting insights to create something valuable, whether it’s a new marketing channel, product innovation, or strategy. Creative Thinking in Marketing and Beyond Around here of course, we’re focused on marketing creativity, and we discussed how companies could be creative not just in their messaging, but in the types of marketing they do. I suggested that creativity in marketing isn’t just about making clever ads, but about exploring new ways to engage with customers—new channels, content types, or interactions. Marina agreed, saying that creativity should permeate any generative business activity, from formulating a strategy to developing a new product. One key takeaway from this part of the conversation was that creativity shouldn’t be confined to one department. As Gary put it, “It’s not just marketing, it’s communication.” Every interaction a company has, whether with investors, customers, or even internally, is a chance to think creatively about how you present your brand. Thanks for reading! Subscribe for free to receive new posts and support my work. The Power of Observation Marina introduced a concept that I found particularly interesting—phenomenology, the practice of observing and describing human experiences without immediately analyzing them. This practice helps stimulate creativity by encouraging people to step back, observe, and understand what’s really happening before jumping to conclusions. Viveo might send teams to observe a simple activity, like how people interact in the cafeteria, and then come back and write a narrative about it. Gary emphasized the importance of observation in creative thinking, noting that many people don't take the time to observe what’s happening around them. “People don’t really observe people doing stuff,”

    32 min
  3. Simplifying the Review and Approval Process

    OCT 2

    Simplifying the Review and Approval Process

    The process of content review, approval, and distribution is often perceived as a "necessary evil" in life science marketing. If you're reading this, you probably know how challenging this process can be. In this episode, I had the pleasure of chatting with Annalise Ludtke, Senior Manager for Marketing Communications and Strategy at Vodori, and host of the Amend and Progress podcast. She offered some great insights on how to streamline and improve this process while still keeping everything compliant, fast, and efficient. Right out of the gate, Annalise laid out the core problem Vodori aims to solve: the complexity of managing content in life science organizations. Companies need to develop a lot of promotional and educational materials, and getting those materials reviewed, approved, and distributed is a complicated process. The challenge is not just about creating great content—it’s about managing the feedback loops, the endless rounds of revisions, and the hurdles of compliance. Without a solid process for reviewing and approving content, life science companies can’t effectively market their products. Of course, you need to make sure everything you put out there meets legal and regulatory standards. Best Practices Annalise shared some best practices that Vodori advocates, and these tips stood out to me as practical and actionable regardless of any platform you might deploy or none at all. * Parallel vs. Sequential Review: One of the key strategies Annalise mentioned is the benefit of parallel review processes, where all the necessary stakeholders—whether it's medical, legal, or regulatory teams—are reviewing content simultaneously rather than sequentially. This can save a lot of time because it encourages open dialogue between the different reviewers. If someone has an issue with a piece of content, they can discuss it with the other reviewers in real-time, instead of waiting for feedback to trickle in one department at a time. I appreciated her point that while parallel review might seem more chaotic at first glance, it actually fosters more collaboration. Reviewers can resolve conflicting feedback before it gets back to the content owner, which can speed things up dramatically. * Clear Ownership and Communication: Clearly defined roles and responsibilities make everyone’s job easier. Annalise emphasized that it's critical for each reviewer to stay in their lane and provide feedback based on their specific area of expertise. This helps avoid confusion and unnecessary edits, which can slow down the process. Additionally, it's essential for reviewers to communicate clearly—indicating whether a comment is a required change or just a suggestion, for instance. This small change can remove a lot of friction and keep the process moving forward smoothly. Color-coding comments to signify importance is a simple yet effective way to clarify expectations. * Real-Time Collaboration: I imagine most companies now have the ability for multiple stakeholders to collaborate on documents in real-time, where everyone can log in, see the comments being made by others, and even have discussions within the document itself. This not only saves time but also reduces the likelihood of conflicting feedback, which would require another round of calls or emails to resolve. Is this content helpful? Where is the data for that claim? If someone has a question about a claim, you’d like to know where to find the data that supports it. It seems a simple idea to have a claims library. Vodori’s platform allows companies to store and manage approved claims, making it easier to track where and how certain claims are being used in marketing materials. Likewise when claims are updated with new data, you’d like to know where they have been used in the past to find all the places where the claim was referenced. How does your process compare? Beyond best practices, setting goals and understanding benchmarks is another step toward making the

    34 min
  4. Holding on to Soul in Life Science

    SEP 25

    Holding on to Soul in Life Science

    Hooriya Hussain is a life science marketing leader and a fierce advocate on the National Board of Governors at the Human Rights Campaign. Before filming this video we had had only two conversations, one on zoom and one at BIO 2024 in San Diego. Both times, Hoori mentioned the idea of soul in the life sciences. I wasn’t entirely sure what she meant. I was definitely intrigued. We decided to explore that on a walk and talk. Trailer: Our discussion revolved around purpose and leadership. The last year has been a tough one in life science beyond the usual pressure and uncertainty. Maybe that was what had prompted Hoori’s thoughts about holding on to your soul. Before diving into that, I was curious about what it was like to grow up in Qatar as the child of immigrants and then immigrate to yet another country you knew nothing about except what you saw or heard in pop culture. She didn’t say it explicitly, but I noticed that Hoori’s thoughts on leadership, nurturing your own soul and understanding your purpose are deeply tied to the experiences of her youth, trying to fit in where “it just felt like anything could change anytime”. The folks that do the work to understand themselves usually have a slightly longer shelf life in science. When Hoori talks about this, I interpret that as understanding and staying true to your purpose. Satisfaction often comes from knowing the contribution you are making. Purpose is what will sustain you through setbacks, various disruptions and even layoffs. Is your purpose aligned with your work? Do you see how you fit in? I have seen this in my own career. I struggled in graduate school (limited shelf life) in part because I didn’t look around to see what other options were available before I applied. Grad school seemed like the thing to do to feed my curiosity and joy of learning. It turned out that while research was interesting for a time, I wasn’t driven by it in the way my friends who are successful scientists are. It was difficult to explain to my family and friends why what I was studying mattered to anyone. That should have been a red flag for me. I’m not saying it didn’t matter. But one thing that mattered to me was to be able to talk about my work with people outside the lab. My path was not aligned with my purpose. I’m driven more by helping a few handfuls of people directly (and seeing the outcome) than the thousands or millions of unseen individuals who would benefit down the road from any discovery I might make. Understanding that sooner would have been helpful for me. My advisor would likely agree. Like what you see? Success in this business isn’t all about the science. There are problems we can’t solve yet, problems we will solve and some we got wrong, possibly for reasons unrelated to science. Leadership also matters. Hoori talked about the need to see people as intersectional beings. There are many factors that make us who we are and influence how we show up. Good leaders understand “human protocol” and can mobilize people with the idea that they are important. This is where leaders can make a difference, especially when things go wrong, by keeping the focus on solving the problem. One thing when you ask anyone is, “Talk to me about a time where you felt really good about something.” And usually it's someone else had done something for them, someone made them feel great, and people never forget that. Outside of life science, Hoori is exercising her leadership muscle on the Board of Governors of the Human Rights Campaign, making sure there is a place for everyone in society, regardless of differences or background. She has found her purpose and is helping others to find theirs. Our conversation seemed to be a reflection of exactly the things we were talking about. In the course of that afternoon, I began to understand who Hoori is and why she thinks the way she does because we started the conversation by talking about where she grew up and how she

    36 min

  5. AUG 28

    Leadership, Culture, and the Art of Building a Life Sciences Startup

    I spoke with Brian Thomson, HR consultant and leadership coach, about leadership, hiring, retention, and culture in early-stage life science companies. Brian’s practical insights offer a roadmap for building and sustaining a thriving company from the ground up. The Importance of Modeling the Right Behaviors From the beginning, Brian emphasized a key concept: intentionality. In his view, leadership is not just about making the right decisions; it's about being intentional in how you model behaviors and build culture within your organization. This is particularly crucial in the fluid environments of startups, where the pace is fast, and the stakes are high. He pointed out that it’s not about whether a particular culture is right or wrong—what matters is that it’s intentional and authentic. This intentionality shapes hiring, retention, and performance management, all of which are crucial for the long-term success of a company. He argued that strategic planning should not just be a buzzword but a disciplined practice that informs every decision, from the type of culture you want to build to the kind of people you need to hire. The Rule of Threes: Core Competencies in Startups Brain has a rule of threes when it comes to what founders of early-stage life science companies need to focus on: disruptive science, a strong core team, and a high degree of intentionality around culture. While it’s easy for founders to get fixated on the science—because it’s their passion and it’s measurable—the other two elements are just as critical. This resonated with me, especially considering how often we see startups with groundbreaking science but no clear direction on how to build a team or a culture that can sustain the business. The science might make headlines, but it’s the culture and the team that will drive the long-term success of the company. Strategic Planning: More Than Just a Process Brian’s sees strategic planning as more than just a process; it’s a foundational practice that lends clarity, focus, and discipline to an organization. He mentioned that in his role as a coach, he often works with early-stage organizations to develop a strategic plan that is as concrete as possible. The goal? To ensure that at any given moment, everyone in the organization knows the top priorities. Be very disciplined. Be very focused. Make your plan. Make it as concrete as possible. At any given time, if I go and ask two of your employees, anywhere in the organization, “What are the number one and what's the number one and what's the number two topmost priority that the company has at that moment?” If they can't answer that, it indicates to me that you haven't done a good enough job of being very clear and being very focused. This approach to strategic planning directly feeds into the hiring process. By being clear on the values and culture you want to create, you can ensure that the people you bring into the organization are aligned with those goals. Hiring isn’t just about finding people with the right skills; it’s about finding people who will thrive in the specific culture and environment of your company. Like what you see? Hiring: An Internal Competency, Not a Task to Outsource Many startups make a mistake by outsourcing their hiring processes. Hiring is too critical to be left to an external agency, especially in the early stages of a company’s development. The first 10 to 15 hires set the tone for the entire organization, and if those hires don’t align with the company’s culture and values, it will create long-term issues. Brian argued that hiring should be an internal competency, with the leadership team taking an active role in the process. This ensures that everyone who joins the company is fully aware of the environment they’re stepping into, whether it’s a messy startup with lots of ambiguity or a more structured environment. The Value of Transparency in the Hiring Process Brian shared a story from h

    39 min
  6. From Scientist to Consultant by Way of Curiosity

    AUG 7

    From Scientist to Consultant by Way of Curiosity

    Issa Kildani is the founder and principal consultant at Ambrosia Ventures. Our conversation centered on his journey from metabolic and cardiovascular research into the consulting world. Even if you are not planning on becoming a consultant, one can learn a lot from his approach to acquiring skills and building relationships with customers. Transitioning from Research to Consulting You don’t need an MBA to become a consultant. I’m sure it helps in some areas, but there is a lot to be said for rolling up your sleeves and figuring it out. Issa started his career in metabolic and cardiovascular research as a graduate student at Vanderbilt University. He eventually realized while working at startups that his longer-term goal was to help people and companies rather than stay at the bench. Transitioning into consulting requires a diverse skill set, including project management, strategic thinking, and analytical skills. There was a lot to learn but he saw a path to make it happen by being self-driven and inquisitive, eager to learn and explore new areas, one of which was strategic thinking. Strategic Thinking I’m always interested in what it means to think strategically. Issa shared his experience at a neurofeedback and biofeedback startup in Michigan. Working closely with the CEO, he learned the importance of strategic thinking by understanding different markets and thinking ahead about potential expansions. With multiple opportunities for expansion, how do you choose where to focus? Issa considered what were the emerging markets and where that would put them 5 years down the road. So you want to jump on it just now, you know, like the AI and machine learning, things like that in drug discovery. These are hot topics, but which one is going to take you a lot further in the company and what's your long-term vision? Does it align to your long-term vision? Do you plan on selling five years from now or do you plan on growing to a bigger company? Those are the kind of decisions that play into it and help them align to that strategic goal. Understanding Industry Dynamics Beyond understanding markets, one also needs to understand how the industry works. There are many components to the life science ecosystem. Issa talked about the unique challenges faced by biotech companies, such as funding issues, regulatory hurdles, and clinical trial recruitment problems. In the early stages, refining their pitches and helping them communicate their value more effectively is a key for success. At later stages, the focus might be more on regulatory issues or broader strategic goals. My overall impression is that Issa is very good at talking to potential customers and figuring out in detail what their current challenges are. That is a skill in itself. Building Relationships and Winning Business Issa takes a very long approach to building relationships and winning business. He emphasized understanding clients' needs, being genuinely interested in their success, and maintaining long-term relationships. It can take a long time to land a client. Issa’s process involves regular check-ins, understanding the client's challenges and milestones, and providing insights so potential clients can understand the value he brings to help them achieve their strategic goals. The Value of Mentorship We talked about the value of mentorship. He described how his mentor, who was also his boss, played a significant role in his development as a consultant. By being upfront about his desire to learn and improve, Issa received invaluable guidance and feedback that helped him fine-tune his skills. The key thing here was simply to ask. Sometimes this may seem like a bold move. “Can I really ask a senior executive to be my mentor?” (It’s not the only way but as an older parent, I can tell you nothing gets your attention faster or makes you feel better than when a young person asks for your advice.) Even if they don’t have time to be your mentor, it will put yo

    24 min
  7. How Understanding Motivations Impacts Success in Acquisitions or Investments

    JUL 3

    How Understanding Motivations Impacts Success in Acquisitions or Investments

    In this episode, I spoke to Cassandra Rix, the owner and chief leadership coach at The Resonance Coach. Our conversation centered around understanding individual motivations and expectations within group efforts, especially in the context of company acquisitions. I think you will find the insights applicable to many situations at work and at home. Cass's Background and Expertise Cass has spent over 20 years working with businesses either in the process of being acquired or on the tail end of an acquisition. She specializes in service agencies selling expertise and time, such as consultancies and communication specialists. Her focus now is on helping founders looking for investment or seeking an exit strategy, and the businesses interested in investing in them. She believes that many acquisitions fail despite thorough due diligence because the underlying human motivations and behaviors of the individuals involved aren't fully understood. Understanding Motivations While people may outwardly agree on a common goal, such as selling a company, their underlying reasons can be very different. These differences will show up during times of significant change (after the investment or acquisition). Everyone’s motivations are influenced by their own personal experiences and beliefs, which drive their decisions and behaviors. Cass's own interest in understanding motivations stems from her background in sales and marketing, where she worked with buyers and wanted to comprehend why people made specific purchasing decisions. Our beliefs drive our behavior, and it's crucial to recognize that we often make assumptions about others' motivations based on our own perspectives. We expect them to act the way we would. I’d like to look deeper into this in future episodes. If you find this helpful, it kind of makes sense to subscribe, doesn’t it? The Challenges of Assumptions It’s risky to assume that everyone's motivations are similar. Cass used the analogy of wearing someone else's shoes – just because you're in their shoes doesn't mean you understand their journey. This is especially relevant in business settings, where assuming that all founders or team members share the same motivations can lead to conflicts and dysfunction. Cass illustrated this with an example of how misaligned expectations can derail an acquisition. For instance, if one founder decides they have enough financial security post-acquisition and leaves, the remaining team dynamics can be severely disrupted: So the things that fall apart there is, well, we all think we've agreed to sell this business or invest, have investment in this business so that we can carry on. What does carry on mean? What if that means that one person has generated enough income in the acquisition process, not to need to stay throughout the earn-out. And suddenly you go from a leadership team or founding team of four to three or three to two. What if the other two people in that business were beautifully balanced by that third individual? And so the relationship that they're left with is dysfunctional. They don't really like each other. They don't know how to communicate with each other. They've never had to without that third person as a foil. And probably the most flawed thing is the assumption that the rest of the business, whether you're talking about another twenty people, fifty people or thousands of people, the assumption that those people don't know. This scenario can lead to conflicts and a decline in business performance, which affects everyone's livelihoods. The Role of Vulnerability and Communication As individuals climb the corporate ladder, they often create personas that might not align with their true selves. This can lead to exhaustion and dissatisfaction, as they try to maintain an identity that doesn't reflect their genuine motivations. Cass said that vulnerability is not a weakness but a strength. When leaders and team members are open about their true motivations a

    27 min

  8. JUN 26

    The Importance of Brand Strategy

    In my recent conversation with Larry Kaplow, we talked about brand strategy in the life sciences, why, when and how. Defining Brand Strategy We kicked off the discussion with Larry describing the danger of not having a strategy. In a world overloaded with information, a brand has to cut through the noise and make its value clear. Even if a company has groundbreaking technology, it’s easy to be overlooked if the brand strategy isn’t aligned with the audience's needs. People—whether researchers, investors, healthcare professionals, or patients—are primarily concerned with their own interests. A brand is the sum of all associations that audiences have about a company. This definition, which he credited to Uli Applebaum, highlights that every touchpoint, from sales calls to investor decks, contributes to building these associations. As a result, a deliberate and intentional strategy is crucial for creating consistent and meaningful connections with the audience. Simplifying the Brand Message Larry argued that while nuances might change, the core brand message should remain consistent. He likened it to owning a space in the audience's mind—when they think of your company, they should think of one defining characteristic. This consistency makes it easier for the audience to remember and relate to the brand. Here is a real-world example. Thermo Fisher faced the challenge of convincing diverse audiences to switch from traditional methods to mass spectrometry in toxicology. By identifying two primary audience groups—those looking to grow their business and those pushing the boundaries of research—they could tailor their brand message to resonate broadly. This approach allowed them to lead with a brand-focused message about pushing toxicology forward, which connected with all their target audiences. It took doing some homework to get there. This involves understanding the audience's motivations, barriers, and pain points. Larry shared another example from a different company in the medication management space in hospitals. The initial tech-focused message wasn't resonating. Hospitals were resistant to new technology because new tech often means a lot of work. By shifting the narrative to focus on patient and hospital safety, they aligned their message with what was truly important to their audience. This not only made the brand message more relevant but also helped position the technology with respect to existing budgets for safety initiatives. Personality Archetypes for Commoditized Products Brand personality archetypes can differentiate a company in a commoditized market by mirroring what's important to them or by representing something they aspire to be. For instance, McDonald's uses the "Innocent" archetype, creating a sense of happiness and nostalgia. In contrast, Burger King has struggled with consistency, resulting in a less impactful brand presence. As I look at it, BK is focused on the burger, McDonald’s is focused on the experience. Crafting a Long-Term Brand Vision for Investors If we think about smaller biotech firms, even prior to commercialization, crafting a long-term brand vision is crucial, especially when communicating with investors. Larry noted that investors are people too, influenced by compelling narratives. Investors looking for long-term returns want to see a cohesive brand strategy that promises sustainable growth and market relevance. A strong brand story in the investor deck can be as important as the technical details. The other lesson here is knowing what kind of investor you have or are looking for. Brand Architecture - Balancing Messages Across Different Levels We wrapped up the conversation by discussing how to balance messages across different levels—company brand, technology, and specific applications. Larry differentiated between brand architecture and communication structure. Brand architecture involves categorizing and integrating different brands, especially post-acquisitions,

    52 min
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I interview marketing leaders inside and outside the life sciences (and an occasional scientist) to share the best ideas for making your marketing more effective. cclifescience.substack.com

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