Mayo Clinic earns the meeting. The packaged goods years move your numbers.

The years I spent at Mayo Clinic enable me to speak your language and know the systems you have to navigate. I believe those years can help me earn the first meeting with you.

The decade I spent in consumer packaged goods is what helps me know how to drive your patient demand systematically. A patient deciding whether to spend $8,000 on a procedure is making the same kind of discretionary, emotional, and entirely optional purchase as someone choosing a premium grocery item over the staples. Most healthcare marketers have never sold anything a customer could simply decide not to buy.

Plenty of people know healthcare. Plenty of people know consumer marketing. The two rarely sit in the same career, because the paths do not cross and the vocabularies barely overlap. I went one way and then the other, which means I have had to translate between them for most of my working life.

At PepsiCo, Sara Lee and Kimberly-Clark I learned what happens when a customer can simply not buy. Every quarter, somebody chose the store brand instead, and you had to know exactly why. I launched Hearty Slices at Sara Lee, a $52M line, into exactly that fight. There is no referral network in packaged goods and no insurer assigning you customers. You earn the choice or you lose it.

At Mayo Clinic, and later running a $250M business unit in medical device, I learned the other half. How clinical decisions actually get made, what a physician owner is accountable for, how long things take, and which marketing ideas die on contact with a real practice.

The turnaround work at Cantel is where the two came together. An ambulatory surgery center business that grew capital 789.9 percent and consumables 43.2 percent in under twelve months, not because of a campaign, but because the demand system underneath it was rebuilt.

Diagnosis before prescription, always. I would rather tell you that six of your seven gears are fine and you have one expensive problem than sell you a program that touches all seven. It is a smaller engagement and a better answer.

I also say no to work I am not the right person for. The list of things I do not do is on the Work We Do page, and it is deliberately longer than the list of things I do.