Laurie Braxton

https://lnkd.in/gAaqH754 Important message for employees when an organization is in flux. Change creates unease at all levels, but focusing on opportunities to do new things and more importantly, learn can be a motivator.

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🗞 Breaking news 🤩 Genezen acquire uniQure's commercial GT manufacturing ops in Lexington!! This strategic acquisition will enable Genezen to deliver late-phase and commercial gene therapy development and manufacturing services to customers around the world. Check out full article below👇 #CDMO #Genezen #GeneTherapy

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As I interview potential candidates for upcoming roles and current openings I am often hearing, "roles say 100% remote, but also 30-70% travel". How can it be both? You can either work remotely where to you want, or you have to work from the location your employer/client requests. Am I missing something? What companies are trying to trick their potential candidates? #remotework #supplychain #WFH #consulting

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“Managers energize and motivate their staff by demonstrating sincere commitment to their development which drives engagement and retention.” What a well stated and concise summary of the most critical role of a Manager. I’ve been lucky to have had at least one manager who genuinely cared about where I was going in my career, how I’d get there, and even took the time to bridge connections and lead meaningful development conversations; I’ve also had managers more concerned about office politics than nurturing team development. Indeed, ensuring the bottom line is supported at all times is mission critical; supporting the human side of work and business is equally critical, as obvious as that may (or may not) seem.

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My husband often teases me with, “Oh, there she is, the crusader of cross-functional teams.” In his defense, for someone from a non-corporate background, he has heard the lingo so many times in my meetings, interviews, or casual business talks. I certainly think he is great at it himself, as director of the ship in a more chaotic, fast-paced entertainment setting, and I love learning from him. On a serious note, since most of my experience involves navigating stakeholders and diverse teams, I’m asked what the moving needle is or how I approach it. Now, you may wonder why I’m writing about it. My time at PivotX has me reflecting deeply. Every time I have succeeded, it’s been a change in perspective. The beauty of moving along cross-functional teams to actual outcomes is alignment, not agreement. While both these terms are used interchangeably, the intention quite differs. Read it as alignment in a particular direction, as opposed to agreement on the exact steps. Let me expand on this with a personal example. While I reflect on why I can think with clarity today, I have my mother’s parenting style to thank. When I came up with creative ways to have my asks, my mother would always respond with, "What is the purpose?" She would then say, while I don’t see eye to eye on what you are about to do, I’m aligned with why and how. So, we will see how it goes! And we both learned along the way... Now, why is this important? Let’s leave teams behind for a minute and focus on individual people. Each person assimilates information differently. I broadly divide people into four types: empathizers, analysts, conceptualists, and structured thinkers. Each has different motivators, thought processes, and execution styles. Aligning their diverse perspectives to the larger objective and key outcomes would be necessary. This can be facilitated by appealing to their different styles. That’s why it is essential to use different tools when a project is set up—while an analyst may be intrigued by being data-backed, empathizers may relate to people's impact. Now, exact agreement on all the different steps in the process is not necessary. This allows space for the different thinkers to function in their capacity and style. Don’t get me wrong; it still needs to be relayed why one is doing all the in-between steps, and alignment is essential. This frees up major holdups in the process that prevent it from reaching an impactful outcome. Not just in a project, but I have found this to be a core lever of all my negotiations, possibly a lesson passed down by my mother. So, what do you think about driving teams? #leadership #personaldevelopment #teams #people #innovation

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Complete agree with Lisa Westgate on this point. Supplier diversity is how corporations can help small businesses with talented people grow. It’s not just about small and medium sized businesses owned by women but veterans, disabled veterans, LGBTQ, indigenous communities and many more good people. It’s about letting your supply base mirror your consumer/revenue base. If you’re thinking strategically, it can also mirror your employee base too. #smallbusiness #supplierdiversity #corporatecitizenship

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It’s interesting that the longer you work for an organization the more your perspective becomes internally focused. And you have to be intentional about keeping up with the external landscape. I do that by reading trade publications and thought pieces on industry trends, while also making it a point to attend a few conferences every year and continue to grow–and connect with–my external network. In doing my reading, I recently came across a McKinsey & Company article noting that competition in biopharma is more intense, diverse, and complex than ever. It reflects what we’re feeling at Genentech and why our new mantra is “Evolution is Essential.” It’s worth reading. I’d love to hear what you do to keep your external perspective.

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Interesting (although not surprising) research that confirms that top tier employees in high demand are the first to leave when they perceive that the benefits of their current job no longer outweigh the risks in considering other opportunities.

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I reread Charlotte's Web last week. It reminded me how MSLs build good relationships with KOLs... 💜 In the book, Charlotte builds a trusting and supportive relationship with Wilbur by consistently showing care and offering help without expecting anything in return. Her actions, not just her words, prove her loyalty and commitment. MSLs must build trust with KOLs by providing valuable, scientifically accurate information consistently. Like Charlotte, the focus should be on long-term, genuine relationships, showing care for the needs of KOLs without being transactional. 💜 Throughout the story, Wilbur is in a vulnerable position, and it’s Charlotte’s empathy and understanding that lead her to help him. MSLs must be empathetic to the challenges and pressures KOLs face. Listening carefully and understanding their needs helps MSLs provide the right information at the right time, creating a more meaningful connection. 💜 Charlotte works tirelessly to save Wilbur, even though it’s difficult and time-consuming. Her persistence is key to achieving her goal. MSLs must be persistent when engaging with KOLs. Building relationships takes time and effort, and it’s important to stay dedicated to educating KOLs, even when results aren’t immediate. What else would you add? #charlottesweb #commitment #persistence #empathy - - - Hi, I’m Shelby. I help MSLs, MSL leaders and Aspiring MSLs thrive professionally and personally through coaching, training and speaking services. Let’s work together to elevate your experience so you can THRIVE! 💜 Message me to learn how you can thrive professionally and personally. #MSL #MSLcoach #MedicalAffairs #thrivemsl #medicalscienceliaison #aspiringMSL #medicalaffairscoaching

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Last week, me and my leadership team took time out of our calendars to learn more about how to drive and manage change. To me change management is one of the most important aspects of being a leader both on an organizational level but even more importantly when it comes to understanding how each individual is effected by change and how to make sure that the change is sustained and become an integrated part of everyday business. I look forward to using this new knowledge and tools to make a lasting impact for NNE Manufacturing Intelligence.

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The Biopharma Job Market in 2024: A Reality Check I feel compelled to address some misconceptions about the current job market. While some recruiters may be expressing optimism about hiring picking up or the market turning around, the data tells a different story. Let's look at the facts: Layoff Trends: Q2 2024 saw a significant increase in biopharma layoffs, with at least 7,616 workers impacted. This is more than triple the 2,398 layoffs reported in Q1 2024. Major Players Affected: Industry giants like Novartis, Indivior, CureVac, and Takeda have all announced substantial job cuts in recent months. Ongoing Restructuring: Many companies are still in the midst of restructuring efforts, with some planning layoffs that will continue into late 2024 and beyond. Biotech Volatility: While there are pockets of growth, particularly in well-funded startups, the overall biotech sector remains volatile. What This Means for Job Seekers: Be Cautious: Exercise caution when hearing overly optimistic projections from recruiters. Always verify claims with industry data. Stay Informed: Keep abreast of industry trends, company financials, and pipeline news to make informed decisions. Diversify Your Search: Consider roles in emerging biotech startups or adjacent industries that value pharma experience. Enhance Your Skills: Focus on developing skills that are in high demand, such as data analytics, digital health, or regulatory affairs. Network Strategically: Build relationships within the industry, not just for immediate opportunities but for long-term career growth. As recruiters, our role is to provide accurate, data-driven insights to both clients and candidates. While we all hope for market improvement, it's crucial to approach the current landscape with realism and strategic thinking. What strategies are you employing in this challenging market? Let's discuss in the comments. #PharmaceuticalIndustry #BiotechJobs #CareerAdvice #RecruitmentTrends

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The research on this topic has been around for a while. This is one more data point indicating that our talent acquisition processes could use some help. My questions are why do we continue to have these issues? With modern ATS systems every applicant should at least get a thank you but no thank you email. Why does it take so many interviews to make a decision? Is this a form of face saving if the candidate doesn’t work out. Why are we posting roles and interviewing when we already have an internal candidate? Are we just fishing to see what is out there? Finally, as more organizations are posting the salary range, why hasn’t this become the norm? I would love to hear from my TA partners what they are up against when they try to improve the process Please leave a comment so we can learn from one another.

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This Sunday, while making a homemade pizza, something unexpected happened. As I opened the oven, my dogs ran into the kitchen, and in an attempt to prevent an accident, I bent down quickly to grab their treats. As I stood up, I hit the corner of the oven door directly in my left eye. The pain was sharp, and I felt my contact lens fly out. Startled, I sought help and was taken to the hospital. Fortunately, it was just a minor injury, and after some medication, I spent the rest of the day recovering. Today, I’m much better. This incident led me to reflect on how often, as women, we avoid seeking medical attention when we’re in pain. I initially hesitated to seek help, judging myself for “overreacting.” How often do we downplay symptoms, thinking “it will pass,” and delay necessary check-ups? We frequently feel guilty about prioritizing ourselves, putting aside our responsibilities—whether work, family, or daily tasks. Yet, without caring for ourselves, we lose the ability to care for what matters most. Regular medical check-ups and asking for help when we feel unwell is not only valid, but necessary. In a professional context, how often do we feel out of our comfort zone and hesitate to ask for help in achieving our goals? How often do we delegate or seek external solutions when someone else can do a task better than we can? Delegating is not a sign of weakness; rather, it’s a strategy to regain control and move forward. In a professional context, particularly in Medical Affairs and Medical Leadership, how often do we avoid asking for help or delegating tasks when feeling overwhelmed? True leadership is knowing when to empower others, seek external expertise, and make decisions that ultimately improve outcomes for patients and teams alike. #MedicalLeadership #MedicalAffairs #DirectorMedicalLATAM #WomenInLeadership #HealthcareInnovation #PatientCare #LeadershipReflection

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"Do we really want to invest in someone at that level?" Early in my career, those words felt like a punch to the gut. I had been accepted into a master’s program in organizational leadership and was excited to start my journey. But at the company I worked for, tuition reimbursement required executive-level approval. My manager submitted my request, and that was the response from the executive. What happened next changed everything. My manager and others in the leadership chain rallied behind me, advocating for my performance and potential. Their voices were loud enough to make the executive reconsider—and it was approved. But the email chain was forwarded to me and instead of feeling proud, I felt embarrassed. That question—"Do we really want to invest in her?"—stuck with me. But it also lit a fire. I completed my master’s while working full-time. I progressed in my career, and eventually, I was the one leading a team. As we head into goal-setting season, I share this story as a reminder: the way you approach your team’s development matters. Your support, advocacy, and belief in their growth can shape their future. For my colleagues and network—know this: I will always be your biggest cheerleader when it comes to pursuing your goals (and I make sure we don’t gatekeep tuition reimbursement at Verve!).  

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Morning all. Here’s a non-exhaustive round up of what’s happened in pharma and biotech this week. Manufacturing: Eli Lilly and Company have hired Melissa Seymour to lead global quality. Lilly’s increase in demand for their diabetes and obestity drugs have driven investment in a new manufacturing facility in Indiana. This is a positive commitment to quality from Lilly and should enhance quality across the business as production increases. Kyowa Kirin International plc. is investing $530k to build new biologics plant in North Carolina. Great news for NC and adds to the fast growing biotech hub in the region. Swiss CDMO Siegfried have acquired Curia's Wisconsin site to expand it's early phase development capabilities. CGT: A study led by Stanford University featuring 724 patients, has found that CAR-T cell therapies carry only a low risk of secondary malignancies - despite the well documented safety warnings published by the FDA late last year.. Laurie Adami 🙌🏽 Pfizer’s investigational Duchenne Muscular Dystrophy gene therapy failed to show significant signals of efficacy and didn't improve motor function in boys aged between 4 and 7 compared to placebo. Its a setback for the DMD community, however next week the FDA is expected to announce their decision on whether to widen the use of Sarepta Therapeutics recently approved gene therapy for DMD (Elevidys). Approvals: FDA approved Ipsen’s Iqirvo to treat a rare liver disease called primary biliary cholangitis (PBC). This gives people suffering from PBC another treatment option after Intercept Pharma’s Ocalvia was approved in 2016. FDA is likely to approve Donanemab, Eli Lilly's drug for early Alzheimer's disease ruling that the drug has the ability to slow cognitive decline in patients which outweighed its safety risks. Latest deals: InduPro (oncology) raises $85m in series a financing. Santa Ana Bio, Inc. (autoimmune and inflammatory diseases) raises $125m in series B financing. Alida Biosciences (genomics) raises $100m in series E financing. Alzheon, Inc. | Preserving Future Memories (neurology) raises $13m in series A financing. Bright Peak Therapeutics (oncology) raises $90m in series C financing. Adcytherix (ADCs for oncology) raises $33m in seed financing. Have a great Friday!

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What an incredible experience speaking for the first time at SourceCon! I was truly honored to join the panel on 'Ethics: Where do Sourcers Draw the Line?' alongside such talented professionals. Randy Bailey Aaron Lintz Nicole Greenberg The conversation flowed so naturally, with each of us volleying perspectives, opinions and ideas. I could have stayed on that stage discussing ethical sourcing practices for hours. While we came from different backgrounds, it was clear we all shared a passion for doing what's right. A few key takeaways that really resonated with me: -The sourcing landscape is evolving rapidly, but our core ethics and integrity must remain the foundation. -We can't be afraid to constructively challenge existing processes and mindsets. -As sourcers, we're uniquely positioned to be change agents in how organizations attract and engage talent. I left SourceCon feeling both humbled to have spoken on such an incredible stage, and motivated to keep pushing our profession forward. As long as we stay true to our personal values and remain open to evolving, the future of sourcing is bright! I'm grateful for the opportunity and can't wait to continue learning from this incredible sourcing community. Who is going to Vegas this coming Spring?? #EthicalSourcing #SourceCon #SourceCon2024 #CandidateExperience #Sourcing #SourcersLife #TalentAcquisition #RecruitingTrends #SourcingBestPractices #ModernSourcing

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Radiopharm: Home Grown Talent vs Hired Gun: I hear alot from HR teams about recruiting "talent" these days for the exponential growth of Radiopharm. Sometimes I chuckle when I hear that there is a "talent shortage". I disagree completely. Having worked with young ambitious graduates with a good baseline Engineering, Chemical or Biological background, most were very capable of evolving their careers and being pulled to the next level in Radiopharm. I say pulled as opposed to pushed because to grow talent, one needs a mentoring/training program, with an objective that the student moves alongside the teacher (note: can't take someone somewhere they don't want to go). Somehow, we believe magically this talent can be recruited, when in fact it is likely right in front of us, with proper training and understanding of the young staff in your facility. I am so thankful for having been allowed to "dig it out of the dirt" as Ben Hogan, great golfer would say. I always found the best "subject matter experts" in your building got their hands dirty, simple as that. They went into that cleanroom in the middle of the night, to steam sterilize your API. They were the ones that repaired your dispenser, in a hot cell, so the batch could move forward. They understand their product intimately, and the importance of the product to the oncology patient. They are thirsty for understanding of all elements of the process to make a Radiopharmaceutical. Yes, there is a big fear that if you grow talent, they will leave your organization. Thats just a fact, deal with it and try to give your mentee the best you have, and hope they evolve past you in their understanding. In Radiopharm, talent is not born, it is developed. Some Baird tips: 1. Stop making it sound like rocket science: Rph is a somewhat complex business, but it's not that complex. Ask yourself are you trying to teach or sound smart? Genius is taking something difficult and making it simple, and it actually is quite simple after a few months. 2. Look for the Ambitious/Interested: These are the people you want, the ones with a decent education but are "all in" on the science and the goal. they are sponges and will bypass you soon, to which you say "congratulations". 3. Articulate and Communicate: learn to speak and write the Rph language please, in as simple a form as possible, seek to understand then be understood. 4. Get better yourself: I never took a golf lesson from someone who can't play good golf, as their theories did not match reality. In order to mentor, the old water goes out, and you must bring in fresh water every day, otherwise you are no longer a mentor. A mentor must be able to perform at a high level. 5. Mentors: leave it all on the field for the next generation, going to your grave without sharing what you know is sad. Baird Radiopharm is a small CCPC ready to leave it on the field for the next generation.

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