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Gregg Fisher

Member since May 2015Contact Gregg

Gregg is Managing Partner at The Stem, a management consulting firm specializing in digital strategy, engagement and operations. The Stem provides Health brands with specialized expertise in market research, multi-channel strategy, analytics and project management through a “networked consulting” model that draws on the industry's leading talent. Gregg has 20+ years experience at the intersection of digital marketing, media and technology. He is passionate about showing how digital technology can make healthcare customer engagement more efficient and effective. Previously, Gregg was Global Managing Director of LBi Health (now part of DigitasLBi), a digital health agency he founded in 2009. In this capacity, he led the firm’s relationships with major healthcare organizations, including Bristol-Myers Squibb, WebMD, Massachusetts General Hospital, Genzyme and Johnson & Johnson. Prior to that, he was Client Partner and Director of Strategy at IconNicholson, a pioneering interactive user experience and design boutique. He previously served in account management roles at Modem Media, one of the first digital agencies, and BBDO.

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  • What Life Sciences Marketers Can Learn From Hollywood About Buying Consulting And Agency Services by Gregg Fisher (Marketing: Health on 06/02/2015)

    Paula, well said. There is a downside when people freelance out of necessity versus choice. However, corporate job security (in all industries) has become fleeting and the freelance economy is the new reality. The independent consultants that thrive are those who realize that, cultivate specialized skills that let them attract innovative projects, and earn wages in excess of a corporate job. 

  • What Life Sciences Marketers Can Learn From Hollywood About Buying Consulting And Agency Services by Gregg Fisher (Marketing: Health on 06/02/2015)

    Brian, thanks for your post. I agree that "a balance of stability and flexibilty is best." The question is what is that balance. And trends have favored a more networked (less centralized) model for years now because of growth in freelance talent, ease of remote talent identification & talent management, and changes in attitudes toward work. Core infrastructure is critical even in a networked model but overhead is leanly focused so client dollars are maximized and the emphasis is kept on the right talent versus "our talent". No model is superior in all cases - each has trade-offs - but the advantages of this approach in terms of specialization, flexibility, talent motivation and value can lead to superior results for many Health clients. Regarding critical mass, the netwoked model does scale and scale well: Check out this HBR article which highlights one such firm with 500 consultants Thanks again for the post!

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