Life science marketing teams already operate in complex environments — long sales cycles, technical subject matter, regulatory considerations, and multiple internal stakeholders. In my experience, what most teams don’t need is more tools, more process, or more layers of approval. They need practical support that fits how they already work.
My approach is intentionally simple: understand the goal, work within existing systems, and focus on execution that actually moves things forward.
I’ve spent years supporting marketing teams in biotech and life sciences across branding, digital, events, CRM, and marketing operations. What I’ve learned is that progress often comes from removing friction, not adding structure. That might mean tightening up a website page instead of launching a full redesign, cleaning up a CRM workflow instead of introducing new automation, or creating event assets that are clear and usable instead of overly polished.
I also work closely with internal teams rather than operating at arm’s length. That means adapting to real-world constraints, timelines, and priorities — and being comfortable switching between strategic thinking and hands-on execution as needed.
Ultimately, my role is to support teams in a way that feels collaborative and grounded. The goal isn’t to “reinvent marketing,” but to help teams operate more smoothly, communicate more clearly, and get the most value out of the work they’re already doing.