5QQ to Claude Waddington: Quick Business Insights from Industry Leaders

Interview with Claude Waddington: Driving CX & EX Transformation in Healthcare Consultancy

Claude Waddington

Principal Consultant, Commercial Strategy at The Palindromic

Location: Portugal

In this interview, we have the privilege of speaking with Claude Waddington, Managing Director and Principal Consultant for Commercial Strategy at The Palindromic in Lisbon, Portugal. With a career marked by consultancy roles in SaaS platforms and innovative healthcare solutions, Claude is dedicated to driving CX & EX transformation in pharmaceuticals, SaaS, and agency sectors. Throughout this discussion, Claude will share insights on managing complex tasks, fostering innovation through partnerships, and his vision for integrating unified data models to accelerate healthcare transformation.

1.     What problem or gap in the life sciences industry did you identify, and how did your latest business initiative address it?

The Palindromic was born out of a desire to address the limitations of current omnichannel and patient-centric approaches in the life sciences industry. Despite ongoing conversations about the importance of these concepts, technology and service solutions have become monolithic, costly, and inflexible, hindering creativity and innovation.

My motivation stems from the need to create value for both technology companies and life sciences teams seeking to challenge the status quo and drive meaningful change in healthcare. The Palindromic 's main objective is to support organizations in identifying novel Go-To-Market models that prioritize innovation at the point of patient care and physician education, ultimately fostering more effective, personalized, and affordable care.

2.     What was a key obstacle your team faced during the project, and what strategies did you employ to overcome it?

A significant challenge our team encountered was effectively managing multiple tasks with varying priorities. To address this issue, we focused on establishing a strong foundation in learning, development, and project management. Each team member is onboarded with a tailored development plan, aligning their individual strengths and interests with the business's needs. By fostering growth, adaptability, and knowledge-building, we create an environment conducive to innovation and collaboration.

To tackle the challenge of juggling various tasks and priorities, we implemented a project management mindset. This approach ensures clear communication, efficient allocation of resources, and alignment with our OGST model – objective, goal, strategy, and tactics. As a result, our team is better equipped to handle diverse tasks while maintaining focus on our core mission.

3.     What future impact do you anticipate your initiative will have on the industry, and what long-term benefits do you envision?

Our business model targets forward-thinking, creative, and impact-driven leaders who acknowledge the pressing challenges facing our industry, such as expensive care and the need for digitally-minded engagement. By emphasizing innovation and anticipating future healthcare needs, we aim to shift the focus from reactive and costly treatments to proactive, personalized, and affordable care models.

In the long term, we aspire to blend the ingenuity of emerging markets with the expertise of established markets to inspire transformative change. By fostering a purpose-driven work environment and encouraging diverse perspectives, we are empowering our team to drive meaningful advancements across various therapeutic areas.

On a personal level, I am passionate about making a significant impact on cancer, diabetes, and HIV treatment and care. Our team members share similar individual aspirations, collectively creating a dedicated and dynamic force for positive change in the industry.

4.     What specific methods did you implement to ensure the effective initiation and success of your project?

Our approach to ensuring successful project launches and adoption involves tailoring strategies to each initiative's objectives. In the clinical trial track, we collaborate with key partners to tackle low participation rates and aim to improve recruitment by 2-5%. For the social enablement track, we work closely with pharmaceutical and medical device, as well as service and technology partners to harness social media for physician education, DOL development, KOL engagement, and 1st party data activation. The CXM track emphasizes adaptable thinking and partner ecosystems to enhance CX and EX technology stacks, avoiding one-size-fits-all solutions in favor of market adaptability and localized enhancements. As part of the CXM track, we work with foundational data model and CDPs, CRM, Marketing Automation, Next-Best-Action, Digital Health and L&D solutioning players. Clear communication of objectives and fostering strong partnerships with industry players and sponsors are central to our strategy.

5.     What essential advice would you offer to future business leaders who wish to innovate and lead change within their industries?

Aspiring business leaders aiming to drive innovation should focus on finding a specialized area where they can make a significant impact. Staying curious, continuously learning, and surrounding themselves with like-minded innovators are crucial for success. Maintaining authenticity and transparency in business dealings helps build strong relationships. Embracing an ecosystem mindset and leveraging partnerships for growth, while avoiding shortcuts and staying committed to excellence, will pave the way for long-term business success.

Thank you, Claude!