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Case Studies

Biocoat Incorporated

Overview:


As the Senior Director of Marketing at Biocoat, I was added to the team to increase brand awareness for a 25-year-old company that was not well known in the market. When I joined Biocoat the company had a specific product line on the market, which was a proven material that had limited customers in the neurovascular and ophthalmic markets. While this product did allow the company to bid on projects in different markets, the win rate for these projects was extremely low.


After a complete review of the current marketing materials, I immediately began to improve the overall branding message for the organization. This included the addition of testing results of Biocoat’s products in a blinded comparison to other options in the market, a new website, the introduction of thought-leadership materials, and tradeshow properties. 


The Result:


By improving the corporate messaging platform and supporting the release of new products, Biocoat’s revenue grew by 2.5 times (bolstered by a revenue growth in testing services of from $250,000 in 2019 to over $2M in 2023), a 175% increase in marketing qualified leads, and the company went through a successful private equity investment in 2022 supported by the rapid growth of the company’s sales pipeline.
 

The Challenges:
1)    Develop a program to track the number of new project inquiries, monetary impact, and results of Biocoat’s testing services: Over 85% of all new project inquiries were acquired via marketing outreach and to be able to track and report on the status of these projects. Working in conjunction with the Business Development and Applications teams, developing a life cycle reporting system using Salesforce.com that allowed for detailed reporting of each project. These reports were a key component in weekly status meetings, quarterly reporting, and board meetings.
2)    Development of multi-channel marketing campaigns: During a competitive analysis, it became apparent that our competition had limited marketing outreach efforts. I took advantage of this opportunity by creating unique thought-leadership pieces (articles, webinars, whitepapers, speaking opportunities, press releases, Google ads, social media marketing). These thought-leadership materials positioned Biocoat as a partner in project success, which was desired by our customers who often had little experience with hydrophilic coatings.
 

Pharm-Olam International (now Allucent)

Overview:

During my time as the Director of Marketing and Communications at Pharm-Olam, I led the development and execution of the global marketing and communications strategy. When I joined Pharm-Olam I was the first person to have sole ownership for developing a strategic marketing approach. Due to the lack of expectations for the marketing department, one of the largest challenges was proving how a strategic marketing strategy would benefit the organization. After my four years with Pharm-Olam I oversaw the perception of marketing as a cost-center to a strategic revenue generating function.

 

The Results:
During my time a Pharm-Olam, yearly revenues increased from $40M to over $200M as a result of increased sales pipeline and access to projects better aligned to the company’s strengths. This revenue increase led to a private equity investment in 2017.

 

The Challenges:

  1. Change the perception of marketing in the organization: For a company where historically marketing was not the most efficient use of budget, I had to prove how marketing could influence the direction of the organization. I accomplished this through reporting on and showing the results of every marketing piece that was created. The turning point was when the company started to receive coverage in industry publications, which had rarely been acquired in the past. Once the coverage started, the amount of budget allotted to marketing was significantly increased each year.

  2. Develop Pharm-Olam’s story: One of the first things that was apparent was that there was not a unified story about the company and its strengths. After completing interviews with key team members, I outlined the findings and developed a comprehensive approach to rebrand the organization. The rebrand included a new logo, tagline, website and all supportive materials. Regular messaging to the internal team outlined the changes and became the playbook on the unique aspects of the organization and how to best tell the story of Pharm-Olam’s benefits.

  3. Drive specialization in the service offering: As with most CROs at this time, the focus was to identify and bid on any project that was identified. I actively collaborated with the executive team to specialize in therapeutic areas that were best aligned with the team on staff. This focus allowed Pharm-Olam to become a leader in allergy trials, which helped in to increase our win rate and overall profits.

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