Treat patient initiatives not as single-use projects tied to a drug launch, but as long-term, sustainable assets. Design programs with an eye toward future applicability for other drugs, therapeutic areas, or geographies. This approach maximizes the return on investment and creates an institutional capability.

Companies run numerous disconnected AI pilots in R&D, commercial, and other silos, each with its own metrics. This fragmented approach prevents enterprise-wide impact and disconnects AI investment from C-suite goals like share price or revenue growth. The core problem is strategic, not technical.

When different departments push their own projects onto the sales team, reps get overloaded. To solve this, enablement leaders must shift the focus of every initiative away from departmental priorities and toward a shared customer outcome. This unified goal minimizes internal friction and clarifies what's truly important.

Go-to-market success isn't just about high-performing marketing, sales, and CS teams. The true differentiator is the 'connective tissue'—shared ICP definitions, terminology, and smooth handoffs. This alignment across functions, where one team's actions directly impact the next, is where most organizations break down.

Scientists in specialized roles like immunogenicity risk becoming siloed service providers. To maintain impact and growth, they must proactively collaborate with other functions like CMC, safety, and quality. This provides a holistic view of drug development and integrates their expertise into the entire process.

To be effective, the patient's lived experience cannot remain a "soft narrative." It must be converted into hard data points—like reduced healthcare utilization for payers or influence on treatment pathways for clinicians—to become a decision-making tool they cannot ignore.

The term 'retention team' inherently creates a silo separate from acquisition. A more effective approach is reframing all marketing functions as part of one 'customer team.' This mindset shift focuses everyone on the entire journey, from 'entering the door' to 'staying in the house.'

A crucial piece of advice for biotech founders is to interact with patients as early as possible. This 'patient first' approach helps uncover unmet needs in their treatment journey, providing a more powerful and differentiated perspective than focusing solely on the scientific or commercial landscape.

In siloed government environments, pushing for change fails. The effective strategy is to involve agency leaders directly in the process. By presenting data, establishing a common goal (serving the citizen), and giving them a voice in what gets built, they transition from roadblocks to champions.