If you’re a startup founder, how can you think about going up against an established giant? Study asymmetrical examples like “the nimble and small beats the big and mighty.” The advantage smaller companies have is they are more nimble, can take more risks, and can often work faster than the giants. Use those assets to your benefit.

I’ve applied this asymmetrical approach to marketing numerous times. Launching into a crowded market with dominant products, we positioned Stelara based on less frequent dosing and a novel MoA. Reimbursement challenges for new entrants can be a significant headwind; in our case we were able to create reimbursement coverage leveraging the medical benefit vs. being blocked on the pharmacy side of coverage to secure access.

J&J had many formidable competitors and we relied on a number of out-of-the-box marketing tactics, looking at dosing to site of care to indications to regulatory factors. Our marketing got so granular we were looking at white and red blood cell product usage and brainstorming marketing strategies that looked at segmentation at the account level. The key is leaving no stone unturned and no idea unexplored.

Ultimately, be creative in figuring out how your product has value, not just as a standalone, but in other ways - this could even be an acquisition. And if you are thinking of acquisition as a path, you need to find like-minded CEOs. It also helps to have a very seasoned CFO.

This mantra applies to nearly every aspect of your business - from your culture to your end product. On the product side, don’t bludgeon people with your science. A lot of scientific-focused CEOs aren’t thinking about the fact that investors are seeing 20+ pitches a day and you need to be memorable. Successful scientific CEOs have charisma and know they are selling a vision. You must recognize your strengths and weaknesses and use that, in addition to your science, to create an inspirational vision that helps people understand the magic of your dream.

That same inspirational vision is also the basis of your company culture. Surround yourself with people who want to be there. It sounds like common sense, but it’s easier said than done. Our job as the leader of the company is to get the most out of the people working with us. When building my own teams, I look for people who are overachievers and aren’t afraid to challenge the status quo. Try not to worry about what conventional wisdom would tell you about speaking up. You can do it at any level or even as an outsider if you have earned the trust of your colleagues, and it’s important to have people courageous enough to say what’s not working.

I’m an intellectually curious person and without regular growth I get stagnant. The best way I have found to learn is to immerse yourself in areas outside of your domain expertise, which can feel stressful at times. Not only will you learn a lot about yourself, you will also bring a fresh perspective to a situation, which can be a benefit because you have no preconceived notions or expectations. If you're new to a space, do your research and show a level of common knowledge that shows your interest in an area. Take your research or experience, and try to relate it. Connect dots where you can, and apply the relevant characteristics of the knowledge you DO have

The first job I had in medical devices after being in pharma was as Global General Manager. I showed up to my first meeting and could barely understand the terminology being used. I went home and researched every term and acronym. Once I had a better grasp of the device landscape, I was able to bring that new perspective from my previous pharma experience. It was a definite confidence boost, which was something I lacked early in my career

You don’t have to think of what your manager or the company serves you as the meal you have to eat. Projects or assignments are essentially golden opportunities to create value and find places to make a difference. Use each one to think, “now that I’ve done X, what about Y.” Look at the work you are directly tasked with as a warm up for getting involved with the company and come with fresh ideas for growth.

When I see executives who consistently bring a ‘plus up’ attitude to projects or can transform the ordinary to the extra-ordinary, I know that is high potential talent that should be groomed for the next level. It takes insight, initiative, and courage to go beyond what is asked, and that is the entrepreneurial spirit every company needs to thrive.