2026, Future Pharma - Fireside Chat_ Beyond the Brand_Creating Meaningful Patient Connections Through Human Insight

Faciliated by Sam Rolfe, Sales Director, Exeevo: Okay. Welcome everyone, and welcome to Greg. Today we'll be discussing beyond the brand, creating meaningful patient in- connections through human insight. And in this increasingly crowded and digital healthcare environment, effective engagement requires more than just strong brand messaging.

It requires deeper understanding of the human experiences shaping both patients and healthcare providers. So Greg do you wanna start by introducing yourself, a little bit more about your role, and then we'll get started into what we really mean by human insight?

Gregg Arbittier, Head of Enterprise Marketing Modernization and Customer Experience, Jazz Pharmaceuticals: Yeah. So everyone, Gregg Arbitter. I go by 3G. It's not like a really cool nickname, it's just stuck with me since high school 'cause my first name is spelled with three Gs, so it's still there. I've spent my career in marketing, both in and out of pharma, US and global, and currently helping Jazz Pharmaceuticals shape the future of marketing through customer experience

Faciliated by Sam Rolfe, Sales Director, Exeevo: Wonderful. So when we talk about this human insight to build trust and create more authentic engagements what do we really mean? What do we mean by human insight, and how does that play out in the real world?

Gregg Arbittier, Head of Enterprise Marketing Modernization and Customer Experience, Jazz Pharmaceuticals: I love how we're starting here 'cause it's been drilled into me ever since I was earlier in my career by a chief marketing officer about what an insight really is.

Data does not equal insight, and I see some of you nodding like you guys have been there before, where the term is often misused. So when we think of insight, it's important for us in the room to define that vernacular in our organizations, that insight truly is the why behind the why.

Like that core unmet need, that core tension, that core friction of whatever your customer is. And one of my favorite methodologies to find that insight was developed by the Toyota Corporation in the early '30s. Sorry, I'm like a marketing nerd, so you're gonna get some of this. And it's called the Five Whys, and the idea is that you don't stop at the first explanation.

You ask why at least five times in a row to really get to that core insight. I'll just riff. Like one, one example I think it was, like, Skipta when they had the HCP panel just a few hours ago, one of the biggest concerns was around patient adherence after treatment, which I think we all feel depending on the therapeutic area you're in.

So an example of how that would play out is you have a data point that says, "Oh my gosh, we are losing a lot of patients in the first 90 days of treatment." But that's not the insight. You have to say why is that?" The reason being is because they're having side effects, and people say, "All right, that's the insight."

It's like no." That's not the insight. Why are they stopping due to side effects? Patients get side effects on drugs, right? That can happen. And then the most common one you hear is it's because they weren't expecting the side effects," right? We have to make sure they know what to expect.

And honestly, a lot of marketers stop there, and so they start having a whole campaign around what to expect. And it's like Even if they expect it, I don't know how much that really helps all the time. So you have to ask another question. Like, all right, like, why are they stopping?

Even if they would expect it, why would they stop their drug completely if it's helping them? And so maybe the answer to that is like actually they're fearful because the risk to them is maybe outweighing the benefit. It's like, all right, so now we're getting somewhere. We're talking fear, we're talking emotional grounds.

Now we're really getting into the insight, the why, and then you could even go a little deeper. You're like, all right like, why are they so scared, right? Side effects are scary, but what's really happening here? Let's ask why again. And maybe you come up with they may think that this is the new normal.

They may think that these side effects are forever, and it may not ever get better. And so there you have a true insight a- as an example, right? So the insight isn't the fact that we're losing patients in the first 90 days 'cause we don't have expectations on what side effects will happen.

It's like, no these patients are fearful 'cause they get side effects, and they think this is what's gonna be for the rest of their life. And now that's an insight you can grab on and start building a strategic go-to-market strategy and tactical plan around.

Faciliated by Sam Rolfe, Sales Director, Exeevo: I'm gonna riff as well a little bit- Yeah, let's do it because we talk a lot about signals in the industry, whether that's from patients or physicians, and like you say, we can act on those signals without really understanding why they're happening.

Gregg Arbittier, Head of Enterprise Marketing Modernization and Customer Experience, Jazz Pharmaceuticals: Yeah.

Faciliated by Sam Rolfe, Sales Director, Exeevo: So what, what methods are you seeing at Jazz or beyond that are turning those simple signals like patient disengagement or non-adherence or HCR opt-out, and how do you drill down and get those insights? How do you ask the five whys? 'Cause you can't ask every patient that five whys.

Gregg Arbittier, Head of Enterprise Marketing Modernization and Customer Experience, Jazz Pharmaceuticals: True. Yeah.

Faciliated by Sam Rolfe, Sales Director, Exeevo: Yeah.

Gregg Arbittier, Head of Enterprise Marketing Modernization and Customer Experience, Jazz Pharmaceuticals: Yeah. I think it's fair. To me The, the most important thing is you don't do, like, that knee-jerk reaction. A lot of us do. And my personality type is one to go quickly and react quickly, and I've trained myself to say "Stop.

Think for a moment, evaluate, and then go." And that takes some restraint. But depend on the type of person you are, like, it's a really good skill to understand. But I think also to get to the insight, you have to remember that you have a lot of data. Like- ... we're all drowning in data, and there's no shortage of data out there.

And even if you have voice of customer through your call center, through market research maybe your market access team is doing surveys. Medical has what they call insights through their congress proceedings. And it's everything starts living in, like, all these different places. So while you have medical maybe present their findings from a recent congress or an advisory board that they had and marketing may say, "We have this recent piece of market research we'd like to present to our cross-functional partners," like the collaboration's good, but then everything still lives in its own places.

And so I may be like jumping ahead a little bit here, but to me it's linked because you have to have all of your data, all of your insights, all of your voice of customer, it's gotta live in one place in your organization. Otherwise, you have no shot at trying to get a single consolidated view of what really matters to your customer, whether it's the patient, the caregiver, the HCP, the payer, the healthcare organization.

What, what ends up happening, I know what happens to us at Jazz, is that if you ask marketing, "What's important to this segment of HCP?" They're gonna know exactly what's important to them, and they're gonna rally around that. But then you ask medical, "What's important to that HCP?" They're gonna say something different, and then market access is gonna say something different.

And the truth is, everyone is customer-centric, everyone is patient-centric, but at the end of the day, everyone has their own lens- ... and their own bias of what's important to that customer through their optics and their research. And so until you get everyone together and get all the data into one place to really see what bubbles to the top, you really can't say that you really understand that customer across all angles. Sorry, that was like a long-winded answer, but-

Faciliated by Sam Rolfe, Sales Director, Exeevo: No, but it feeds in- Got me going ... perfectly to what we're talking about here. Yeah. And we're getting these insights and signals across multiple fun- functions through an increasing number of channels- Yeah ... particularly digital, and you've mentioned the need to centralize it to gain meaning from it.

But- How do we do that? Is it a technology problem? Is it a, a process problem and workflow problem? Is it a bigger organizational structural issue? How are you addressing that- Yeah ... to really centralize not just the data, but the understanding of the data and how we can use that to have an impact on patients and physicians alike?

Gregg Arbittier, Head of Enterprise Marketing Modernization and Customer Experience, Jazz Pharmaceuticals: Yeah. Sam, it's like, it's all that. Yeah. Yeah. It's an all that problem. But you, I think you, you started highlighting the different challenges that exist there, because first you have to get the trust of everyone in the organization to say "You're h- you may be holding these things close to the vest.

You gotta give it up. You have to put it in this centralized place." When I say a central repository it could be a SharePoint site of folders. And I think as long as you correctly folder them for later on, you can then set up permissions for who has access to what. But the important thing first is trust.

You gotta get everyone around the table to agree that yes, everyone has to put their voice of customer, their data, their insights, their findings into one place. Then you have to set up a process so that continues to happen, right? It's not just like the one-off loading. And then, yeah, you need governance just to say there do need to be some type of permissions set here because some information may not, may be more sensitive than others.

But it and anything you do, you have to have a systems thinking mindset to it. I think we heard in one of the previous conversations people are talking about AI and, the, the senior executive's like, "We need more AI because our investors say, 'What are you doing with AI?'" So the board is "We need to do AI."

And so then the e- the executive committee's like, "Yeah, do AI." So it's like we just throw AI into something. But the truth is, everything has to have a system built around it for it to really live on, and that system is about trust, it's about governance, it's about collaboration, and it's about workflows. And so everything has to work together for this thing to actually have legs and to go.

Faciliated by Sam Rolfe, Sales Director, Exeevo: You beat me to it actually on the AI comment, because I think when we look at that cross-functional data, there's probably not one part of the organization that's well-equipped to gather all of that meaning- Yeah

into one place. And I think that's where AI can help accelerate- Oh, yeah ... the insights that we get from those signals and data from a holistic perspective and help us then to adjust what we're doing based on that human insight. But at the same time, it goes back to trust in the model. Yeah. Are we getting the results that we expect?

Are they are they accurate? Is there any hallucination? Because I think as soon as you get incorrect information out of an AI and it fails, trust is lost and it's hard to win it back.

Gregg Arbittier, Head of Enterprise Marketing Modernization and Customer Experience, Jazz Pharmaceuticals: Yeah. It reminds me of a a podcast I was listening to. It was just a few weeks ago, but they were talking about putting all of the institutional knowledge of an organization into one core AI brain so that it lives on forever, right?

And then you can query it over time and people can use it for strategy, they can use it for onboarding. And the example was the Nestle company. And the one quote that really stuck with me that said, "If only Nestle... If only Nestle knew what Nestle knows," or maybe- ... "If only Nestle knows what Nestle knew."

The idea here is that they had institutional knowledge built up over years and years, but that knowledge gets lost over time as people turn over. So they were repeating market research that they had from 15 years ago and just no one knew about it. And so to your point, it's like, how do you get everything into one place and then even get some kinda AI engine or chatbot LLM on top of it to then query that information and keep using it so you don't lose that when people change jobs or leave the company?

Faciliated by Sam Rolfe, Sales Director, Exeevo: And similarly how do we, how do you in, in marketing synchronize your activity with other departments and functions to create that meaningful journey? We might get the output centrally from that channel data, but then it has to go back into the channels- Yeah ... of market access and marketing and medical affairs and commercial. So h- how are you at Jazz ensuring that all of that input to output is synchronized across different teams?

Gregg Arbittier, Head of Enterprise Marketing Modernization and Customer Experience, Jazz Pharmaceuticals: Yeah. So this is still a work in progress at Jazz as well, so I'm not gonna stand up here and say we have it all figured out. But the vision is that now you have all of your true insights, you understand your customer from a 360 standpoint, you gotta document it into a customer journey, right?

So a true end-to-end detailed journey. And customer journeys, patient journeys, these things can look a million different ways, but the most important thing is that it has empathy built into it. It's truly the journey of the patient, maybe with the HCP overlapping it, and stakeholders to understand what are the moments in that journey where there's str- there's friction, there's really unmet need, there's tension.

Once we have that, then cross-functional partners can sit down together in a room and look at that journey. So medical, sales, marketing, market access, advocacy, patient support, et cetera, corporate communications. We can all look at that, and we can look at this journey for this patient, and we can say, "Okay, moment B, that's one where this patient is really struggling, and the HCP is struggling to address it.

And by chance, we can address it. We can help them with that moment B." And so let's talk in a room together to say who can do what within moment B, but also make sure that we're not overlapping each other, and we don't all need to raise our hand 'cause we don't wanna overload them either. So to, to answer your question, you have your customer journey.

You can coordinate the people through conversations around a customer journey and organizing who's gonna intercept when with what. And then you have to have... You don't have to, but it really helps to have some type of true customer orchestration engine. So then you can brief it to your operations group or your agency, and then it can be orchestrated across personal and non-personal channels to make sure you're hitting right moment, right message, right person, right time, right channel.

Faciliated by Sam Rolfe, Sales Director, Exeevo: Who's coordinating those discussions? Because what I've heard, in certain functions you may have a more, a higher propensity for introversion rather than extroversion. Yeah. So how do you maintain share of voice equally in those conversations when maybe commercial's being louder than medical affairs?

Gregg Arbittier, Head of Enterprise Marketing Modernization and Customer Experience, Jazz Pharmaceuticals: Yeah.

Faciliated by Sam Rolfe, Sales Director, Exeevo: But medical affairs perspective is equally as important. And who ... So how do you maintain that equality in the conversation, and who's governing it from an organizational level?

Gregg Arbittier, Head of Enterprise Marketing Modernization and Customer Experience, Jazz Pharmaceuticals: Yeah. So it can be anybody, right? But someone has to have that accountability to say "Sam, you are responsible for this end-to-end journey."

So medical is just as important as access, as sales, as marketing, right? But what's most important is that we all hold hands and we're equally accountable for the end-to-end journey and the experience that patient is having. It doesn't mean that market access or marketing or sales doesn't bring their unique skillset to the table and what differentiates them from the other function.

People still have their expertise within functions. However, everyone needs to hold hands and have some type of shared accountability for that end-to-end journey. For us it's mainly marketing but there's an upskilling that, that needs to happen for us as well in marketing to say "It's not all about you.

It's not all about your ads or your social media. It's about what the patient needs at that moment." And you have to be a bit of a, a player coach. You're not the boss of everyone sitting around the table, but you're almost like you're conductor of the orchestra, right? You're you don't need to know how to play all the instruments, but you have to have a good understanding of all the instruments to understand how it all fits together.

But then, the, the topic of This entire, conference is around AI, but then you can turn it over into some kind of operations orchestration engine, where then using AI and other technologies and affinity data like I think PFIQ was here earlier, to really help you understand, what to hit when, but knowing that it has to be a combination of that personal and non-personal.

It's not, s- the field team coordinating their experience with an account, because you have non-personal interactions happening at the same time. So everything has to fit together into some larger puzzle. Yeah.

Faciliated by Sam Rolfe, Sales Director, Exeevo: I think it has to have a, a, a top-down governance, but also a bottom-up approach- to accountability, so that if and when a process does break down, people are able and willing to put their hands up, identify why it happened- Yeah ... without blame being laid. Because as we all know, in the modern world, things are happening so fast, like you said in, in a previous panel, we have to be able to try things.

Gregg Arbittier, Head of Enterprise Marketing Modernization and Customer Experience, Jazz Pharmaceuticals: Yeah.

Faciliated by Sam Rolfe, Sales Director, Exeevo: And if things fail, that's okay.

Gregg Arbittier, Head of Enterprise Marketing Modernization and Customer Experience, Jazz Pharmaceuticals: Yeah.

Faciliated by Sam Rolfe, Sales Director, Exeevo: We can do it quickly, we can learn from it, and we can improve. And that takes both accountability from the top down to allow that situation to happen, but then also from individuals and teams to recognize when things can be improved and put their hands up and solve it.

Gregg Arbittier, Head of Enterprise Marketing Modernization and Customer Experience, Jazz Pharmaceuticals: And I like how you said governance, because sometimes in organizations, they hear the word governance and they think more layers of approval, things get slowed down. They picture this panel with a gavel. But like it's important not to have a gavel, a, a gavel and a panel, but you have to have something documented- and a procedure that people can refer to and at least define, that you co-create with your partners, you don't just do it in isolation to know who's responsible for what are the swim lanes- ... and if things do break down, who's ultimately accountable and how do we adjust?

Faciliated by Sam Rolfe, Sales Director, Exeevo: Yeah. So going back to the, the human insight and creating this meaningful two-way interaction with both physicians and patients we all know the space, particularly digital, rapidly changing, new channels are coming to the fore.

We talked about that in the last session. AI innovation, again, giving us new ways of doing things. W- from your perspective, what- what's working best to create that two-way dialogue? And can you share an example of something maybe that was tried but didn't work well?

Gregg Arbittier, Head of Enterprise Marketing Modernization and Customer Experience, Jazz Pharmaceuticals: Yeah. So I said I think when we were talking about insights, I was like, "Data doesn't equal insight."

And in the same frame of mind, I would say that channels and engagement doesn't necessarily equal True engagement, right? Or anything meaningful. We are in this world where channels are exploding. We have a lot more at our disposal. Content generation is going to explode, right? It's already starting to happen, especially with AI. It's so much easier to create content that's derivative and it's good. And so I think we just have to be really careful with what we're doing out there across all of these different channels. I don't know. What are you seeing? How are-

Faciliated by Sam Rolfe, Sales Director, Exeevo: I, I think for me, a lot of it becomes the last mile, right? We- we're getting better insights on patients and HCPs. We're getting The explosion of content ... and we're trying to match that particular segment of content to a particular HCP or patient population. And I think that's the biggest challenge from a technology side, actually, is understanding how to go that last mile and make sure that content is delivered to the right people at the right time through the channels they wanna receive it in a meaningful way, and that delivery is gonna be different to patients and doctors alike, right? Both in terms of the, the communication style, but also the depth of scientific exchange.

Gregg Arbittier, Head of Enterprise Marketing Modernization and Customer Experience, Jazz Pharmaceuticals: Yeah.

Faciliated by Sam Rolfe, Sales Director, Exeevo: So yeah, it's a challenge that I don't, that isn't largely solved yet, but I think we're getting close to it. And when we do, that will create more dialogue and more trust for the industry.

Gregg Arbittier, Head of Enterprise Marketing Modernization and Customer Experience, Jazz Pharmaceuticals: Yeah. What's interesting too is even before we get to the technology, we have to sh- change the way we think as marketers or how our marketing organizations think, 'cause forever it's been output over outcomes in some ways, right?

So i- it's like a lot of times you're evaluated on how many assets you create and how sexy it is, and, a- any of you that have spent a lot of money on big production, whether it's a commercial or whatnot, you have to make sure that it's being aired where your CEO lives, right? We've all been there.

And I think that's a, a big change that has to happen in the first place before we even talk about these channels. Actually, I was just reading, it was a Veeva Pulse study, and it said that approximately 80% of the content that marketers created for the field was rarely or never used. Wow. Yeah. And those of you that have created materials for the field you look in their trunk and you're like I haven't seen that piece in 15 years. What are they even still doing in your trunk," right? So they'll grab something and they'll use it for 10 years, and they don't use maybe what you've created or the last 30 things you created. So in some ways we almost have to fix ourselves first and stop creating the work for ourselves and creating the complexity for ourselves, and focus more on what will really move the needle and what will drive the outcomes for our patients and our HCPs, rather than the quick fixes and just getting all the assets out.

Faciliated by Sam Rolfe, Sales Director, Exeevo: I found that survey really fascinating. Yeah. And it struck a bit of a nerve with me in a way, in that I think one of the issues that has prevented AI pilots from scaling early on in the industry is that we weren't actually solving for the right problems. We're solving problems that it may be easier to fix but aren't really solving the challenges we're facing.

And if we acknowledge that 70-plus percent of the content we produce isn't reaching its intended audience, and we then apply MLR bots to generate or generative AI to create content faster, MLR bots to personalize it and get it through the approval process faster- But we don't solve the, that last mile

Gregg Arbittier, Head of Enterprise Marketing Modernization and Customer Experience, Jazz Pharmaceuticals: Yeah

Faciliated by Sam Rolfe, Sales Director, Exeevo: Are we not just creating content faster to throw it in the bin faster? And that to me is, it's a problem that needs to be solved, but maybe after we solve the last mile.

Gregg Arbittier, Head of Enterprise Marketing Modernization and Customer Experience, Jazz Pharmaceuticals: Yeah.

Faciliated by Sam Rolfe, Sales Director, Exeevo: So we talked about, yeah, prioritizing message delivery and shifting from that to truly understanding what HCPs and patients expect from us. But what are you seeing in how those expectations are changing? How is it different now maybe in a post-COVID- AI era, the different expectations of HCPs and patients, and how is that impacting your work?

Gregg Arbittier, Head of Enterprise Marketing Modernization and Customer Experience, Jazz Pharmaceuticals: Yeah. There's just so much noise. There's always been a lot of noise out there for HCPs and patients and for us as, as consumers, so it's just getting worse.

And now with AI and AI slop, you guys are seeing it too, right? Now you see a ton of content and you're like, "How do I know if that's real? And if it's not real do I even care?" The, the, the cat video, the cool cat video that's funny has lost its pizzazz because you don't even know if the cat's real anymore, right?

So yeah, I think that's starting to change things, and it's just accelerating the fact that we have to stop overbearing everything that we throw out there to HCPs, to patients, keeping in mind that there's also plenty of content reaching them within pharma, outside of pharma, in their daily lives.

And so I think the biggest part of this is, kinda going back to the previous question, there's a behavior change, a little bit of a mental shift that we all have to do, and it's around outside-in mentality. So historically in pharma, and even in marketing, it's very much been, "What are our goals? What do we need for our brand to groll, to grow?

And then let's push that out, and let's try to convince our customers of our value proposition to fit our needs." And outside-in is, don't think for a second about what your brand is or what your goals are. Just start with what the customer needs. Start with what their problems are. Where's their moment of frustration?

Where's their moment of tension? Understand what's the true insight behind that. What's the why behind the why? And I guarantee you that if you know that, you will find an intersection point where your brand or your company can then reach in and address that point with what you're good at. And that's outside-in.

Starting with what they need, it doesn't mean you're not gonna address your business needs. You're just not starting there. But you will end up there.

Faciliated by Sam Rolfe, Sales Director, Exeevo: I think we have to have... I think one thing that hasn't changed is the need for accuracy and deep credibility- ... within the industry, right? Whether we're... it might be different going to patients a little bit but certainly in the physician's world, it's fine. They might not care whether that cat in the cat video is real or not, but they care about the content we're delivering deeply. And that has to be deeply credible accurate and informative at the right times- Yes

in the right channels. So I think some things are changing, maybe the delivery and the methods, but what patients are expecting and what doctors are expecting probably hasn't changed all that much, for us at least.

Gregg Arbittier, Head of Enterprise Marketing Modernization and Customer Experience, Jazz Pharmaceuticals: Yeah. At the end of the day, yeah, they need they want authenticity. Right? They want factual information. They want the data. But what has changed is they're just a lot less patient, right? They ... You need to f- find your way in to deliver that information at that right moment. And one example I use with a colleague of mine who's in the sales organization is y- this is maybe a little off topic, but it's related.

You think about the sales rep going in with their reach frequency goals, right? The sales rep is in the office sitting there for 45 minutes to try to get their two or three minutes with the HCP, and they're in there to deliver a message, and the sales leader is saying "You gotta get these messages, you gotta get these messages in."

And it's just not relevant for where that HCP is at that point in the day and what they need, especially for rare disease where I work. The, the rep is in there delivering their messages. They may not see another patient for what they diagnose for our company for another three months.

And the, the metaphor I use is it's like seeing Christmas commercials in July. Ugh. Who the hell wants them to hear ... And I think about one ... S- some of you may wanna know about Christmas in July 'cause you're big Christmas fans. But the point is it really needs to be at the right time, and we have to apply that logic to what we do now as well.

So yes the type of information, the depth of information is just as important, but now it's so easy to reach them in so many different channels, you have to make sure you're delivering that right information at the right time.

Faciliated by Sam Rolfe, Sales Director, Exeevo: I think one of the things we're seeing as a technology company increasingly is ladders of adoption through the HCP journey, and that helps understand what message should be delivered at what specific time to a particular physician.

So last question then. W- how you've talked about KPIs, and it's a topic I love to go back to because reach and frequency are important, but they're not particularly meaningful anymore. Yeah. So how do we turn these insights into action and meaning? You've mentioned delivering a key message in a HC- to an HCP, but how do we change our approach and then measure the success of that?

Gregg Arbittier, Head of Enterprise Marketing Modernization and Customer Experience, Jazz Pharmaceuticals: Yeah. I think you still need, I think you still need your traditional KPIs, right? It's the bigger picture. So yes, reach frequency from a marketing perspective, engagement rate, click-through rate, impressions, right? We're still gonna have those. The, the challenge we have today is that if you over-index to those KPIs or even solely look at those activity KPIs, then you're only gonna optimize to the output, the activity, the churn, and not necessarily what really matters to your HCP, your patient, your payer, to your customer.

And so you have to start layering KPIs that are a bit more on that end-to-end customer experience. So things like, are you alleviating friction for your HCP at that one moment that you can measure? Are you getting your patient through the prescription onboarding process faster than you used to? These are the things that really matter.

And again, it doesn't say that's all you're gonna measure, and you're not only gonna measure reach and frequency as well, but you have to put it all together, otherwise you're just churning. You're just trying to get output, and then you're just adding to the noise.

Faciliated by Sam Rolfe, Sales Director, Exeevo: I think even sim- on a simple level, patient surveys and NPS scores-

Gregg Arbittier, Head of Enterprise Marketing Modernization and Customer Experience, Jazz Pharmaceuticals: Yeah

Faciliated by Sam Rolfe, Sales Director, Exeevo: can b- can be a really good feedback on the impact that those input KPIs are having. We still need to measure them, but we also need to measure the impact that they're having out in the field.

Gregg Arbittier, Head of Enterprise Marketing Modernization and Customer Experience, Jazz Pharmaceuticals: Yeah. I- On the ground ... I like Net Promoter Score. I know there, there's some haters out there on NPS, but I like NPS, but more importantly, I like the the sub-questions.

I forget what we call them, but the sub-questions and information that goes into Net Promoter Score 'cause then you can even drill a little deeper to understand what's really driving whether people would promote you to their colleagues or not. You're right.

Faciliated by Sam Rolfe, Sales Director, Exeevo: Great stuff. So we've got a couple of minutes left for questions from the audience if we have them

Gregg Arbittier, Head of Enterprise Marketing Modernization and Customer Experience, Jazz Pharmaceuticals: Everyone's speechless

Faciliated by Sam Rolfe, Sales Director, Exeevo: Yeah, we've covered so much.

Gregg Arbittier, Head of Enterprise Marketing Modernization and Customer Experience, Jazz Pharmaceuticals: I talk really fast. I have to slow down. Sorry.

Audience Member: Go ahead. No, it's okay. And you called yourself a marketing geek, so I had to ask this question. I'm curious how you see the role of the marketer evolving- in this new landscape. I think we're seeing new technologies, new processes, but are we also seeing this marketer of the future that is maybe not relying so much on agencies, but is a bit more autonomous?

Gregg Arbittier, Head of Enterprise Marketing Modernization and Customer Experience, Jazz Pharmaceuticals: Yeah. So the qu- yeah, the question is how do you see the role of marketing evolving? What's the marketer of the future? That's like my job today is figuring that out, and it's a big question. I think a few things that are important to me that as I start thinking about it, the biggest thing is critical thinking skills.

So as AI starts to accelerate in the industry I'll first say that as a pharma marketer, we used to be able to say "Oh, I don't really do the digital thing. I have my digital person." That's over, right? Digital is marketing today. Like you can't get away from it. Doesn't mean you have to have like deep platform expertise, but you have to understand all the channels at your disposal and the affinity for your customer for these different channels.

But in using AI, critical thinking skills are gonna continue to be really important because answers are gonna be really easy to find, and especially some of these younger generations coming into the workforce, if they have things that are easier to access and they don't have to just page through all the market research, they could start to lose some of the skills that, my generation or other generations have started to just build over time.

And so I think having critical thinking skills, strategic thinking skills continues to be important as they use AI as a partner, not as like a replacement. And then you also talked about agencies. I think it really just depends on the organization. I think agencies certainly have to adapt to what the market is today because they can provide strategic thought and strategic counsel, and I think that's a lot more their win.

But where they've historically really indexed their hours, which is around creative content creation that stuff is going to be automated and easier to do internally. And so I think they're gonna have to adapt more than us in some ways. I don't know what do you think?

Faciliated by Sam Rolfe, Sales Director, Exeevo: I think the agency model is under severe pressure.

Gregg Arbittier, Head of Enterprise Marketing Modernization and Customer Experience, Jazz Pharmaceuticals: Yeah.

Faciliated by Sam Rolfe, Sales Director, Exeevo: I think the way that agencies work with pharma is going to change has changed significantly in the past 12 months. We're seeing teams coming in-house, and I think in order to survive, they're gonna have to be more strategic. Yes. They're gonna have to be more of a consultancy than a content factory.

Gregg Arbittier, Head of Enterprise Marketing Modernization and Customer Experience, Jazz Pharmaceuticals: Yep. We could talk all afternoon about that topic though.

Faciliated by Sam Rolfe, Sales Director, Exeevo: Yeah Any other questions? Otherwise... Yes, please

Audience Member: Hopefully fun. What is what kind of brands do you watch and model? You brought up Toyota from the 1930s because you're a marketing geek and things that you've learned. What are some current brands that you're following, that you watch, and what do you like about them?

Gregg Arbittier, Head of Enterprise Marketing Modernization and Customer Experience, Jazz Pharmaceuticals: So sorry I hear the audience next door talking. So s- what are some of the brands that we're keeping an eye on? You're saying watching just to learn?

Audience Member: Since you're a marketing geek and you brought that up, and you brought up Toyota, what are some of the brands that you currently watch that you think, "Wow, this is impressive. They're doing a great job"? . And what do you model some of your marketing after?

Gregg Arbittier, Head of Enterprise Marketing Modernization and Customer Experience, Jazz Pharmaceuticals: So honestly, I wouldn't say there's any specific brands that I follow that impress me that I follow along, but I'm always looking for a kernel or a nugget of innovation or interesting information from anywhere and everywhere.

Just shopping online, right? Or just interacting with peers. Sometimes something will just pop, and you're like, "Ooh, that's really good." So to me, there isn't necessarily any one brand, but just always keep your eyes open to other industries and what they're doing and how you experience their brand as a lesson for how you could potentially turn that around and adapt something s- like that to, to pharma.

Faciliated by Sam Rolfe, Sales Director, Exeevo: I'm not a marketer by trade, but I think the most effective marketing is it makes you feel something. It impacts emotion, and people change their behaviors because of emotion largely, not because of fact. You can present facts to people and they'll double down in their existing opinions, but if you spark emotion, you can change their behavior.

It goes back, not a marketing thing, but I remember hearing a physician talk actually about, seeing patients who are on drips going outside to smoke a cigarette outside the hospital, and you can tell them all you want that their life is gonna be shortened, et cetera, they're gonna die soon. As soon as you tell them that they're not gonna see their grandchildren grow up, that conversation changes. So I think it, it is the emotional factor that creates the most powerful marketing, regardless of brand or industry.

Gregg Arbittier, Head of Enterprise Marketing Modernization and Customer Experience, Jazz Pharmaceuticals: Yeah. I th- what I would encourage all of you is we've all had good experiences and bad experiences with brands. The next time one of those happens, which will probably be in the next one to two weeks, like just take note of it and write it down, and start thinking about like what did they do to provide that experience that was either good or bad, and what's there to learn from that? And share it with your colleagues, because that's where it starts.

Audience Member: We have another question back here.

Audience Member 2: All right. Hopefully you have time for this one. So fellow marketing geek turned AI guy. What do you rely on agencies for these days, right? Are they-- is their role more the tech guide the application guide? Do you look at the tech companies more for guidance in that? How has that balance changed in the last 18 months?

Gregg Arbittier, Head of Enterprise Marketing Modernization and Customer Experience, Jazz Pharmaceuticals: Yeah. So I will say that the, the creative agencies, the agencies of record, it's a, it's like a deep personal intimate relationship that the brand teams have with their agencies.

So I think part of it is like emotionally charged, right? Like it's a trusted partner. I'm no longer on a brand team, right? Like I sit a-across it all, so I can see it a little more like a non-biased now than I used to, but I know how it feels to have your agency be like your partner in arms.

As far as how their scopes and where their value has changed over the past 18 months, and Sam, I think you, you hit it spot on. We're seeing it. It used to be strategic counsel, help me with the day-to-day, keep status of all the projects I have going on, but mainly create the content. And I think what we're seeing now and what the future probably is the agency won't necessarily go away.

But when it comes to like your really high complexity assets, your brand building blocks, I still see agencies having a role there. But once you have your brand building blocks, your core assets, your creative platform, maybe your high production value assets in place, then it's I don't need to spend 15 to 25 grand for you to take that and put it into like a banner ad.

I'm not gonna do it, right? I'm either gonna find someone else that could do that at scale quicker, or I'm just gonna bring that internally now because it's getting a lot easier to do so and a lot cheaper. And we're only gonna see that accelerate further when you... I mean- Simon?

Faciliated by Sam Rolfe, Sales Director, Exeevo: Yeah same comment really. Do we need to pay agencies to create different versions of the same content anymore when you can do it in Canva Pro at a click of a button? Yeah. I don't think so. So-

Gregg Arbittier, Head of Enterprise Marketing Modernization and Customer Experience, Jazz Pharmaceuticals: I think it's also... Sorry to interrupt.

Faciliated by Sam Rolfe, Sales Director, Exeevo: Yeah, please.

Gregg Arbittier, Head of Enterprise Marketing Modernization and Customer Experience, Jazz Pharmaceuticals: I think it's also timing. Like, when I was last on the brand team was when AI really first started gaining some attention, although it wasn't really implemented yet.

And I know as a brand marketer, I started feeling a little impatient when I briefed them for a social media ad or a group of ads, and they're like, "All right. We'll come back to you in four weeks." And I was like, "What?" I'm like, "I'll just go to ChatGPT and create my own in the next two days," right? I couldn't do that, and it wasn't nearly as good.

But the point being is that not only is it about cost, but it's just about time. We're to the point now where because of the technology that exists today, agencies, your in-house agency, who is, whoever it is there's no reason they shouldn't be able to turn around and get you some concepts by that afternoon.

I'm not saying they don't have other things to do with their life, right? So it may not be that afternoon. But I think the, the, the, the timelines are gonna really shorten, and you're gonna be able to get things out a lot quicker.

Faciliated by Sam Rolfe, Sales Director, Exeevo: Agencies are gonna wanna retain their contracts, so I think iterative improvement based on the insights that we get back from the field- is then gonna be able to help them to maintain those relationships with industry, and continue to deliver value by not just creating the content faster and more accurately, but then actually iterating and improving on it-

Gregg Arbittier, Head of Enterprise Marketing Modernization and Customer Experience, Jazz Pharmaceuticals: Yes. Yes ...

Faciliated by Sam Rolfe, Sales Director, Exeevo: in a continuous way.

Gregg Arbittier, Head of Enterprise Marketing Modernization and Customer Experience, Jazz Pharmaceuticals: Yeah, rather than that yearly pharma cycle- of "All right. Time to create new ads." It's like, no. Put 'em out-

Faciliated by Sam Rolfe, Sales Director, Exeevo: Bi-weekly cycle ...

Gregg Arbittier, Head of Enterprise Marketing Modernization and Customer Experience, Jazz Pharmaceuticals: and then let's see how they perform and let's iterate. Yeah. Let's change some things. Let's tweak, because it's y- it's so much quicker to do it now.

Faciliated by Sam Rolfe, Sales Director, Exeevo: It changes the relationship that we have- Yes ... with agencies. It doesn't necessarily remove them from the picture- ... but it changes the way we work with them, I think.

Audience Member: So a little bit of a different role. And in thinking about our relationships with our clients and fostering that sort of like collaboration I wanna go back to measurement and essentially like going from those kind of more real-time metrics that we can get versus like the outcomes that we ultimately do wanna measure against, and the constraint of time.

Because I think a lot of times we really struggle with being able to look at the data that we get in real time and then connect it to those outcomes in like a short period of time, especially in like a rare disease space as well too, like that becomes like even more of a challenge. And so when I think about the agency relationship with our, pharmaceutical partners and the like challenges that we face in terms of saying "Yes, this media is working," it takes a lot of time to be able to do that.

So I guess my question for you is: how do we marry that real-time data that we can get to provide, that insight along the way that's saying we... media seems to be working but also understanding that there is pressure other, outside of our roles- ... to be able to determine "Yes, this investment is worth it."

Gregg Arbittier, Head of Enterprise Marketing Modernization and Customer Experience, Jazz Pharmaceuticals: Yeah. Gina, right? Yeah. Gina it's a really fair question because some things just take longer to get the measurement back, right? And it doesn't make them any less valuable. But what I believe though, and historically, you would have your media measurement, and you would have your media reports, right?

Like once a week, once a month, on a quarterly basis, right? And then you would have like your more omni-channel CRM reports, and then you'd have your field analytics reports. And the idea today is how do we start marrying these things so that they're less siloed in a way? And I think media agencies have done a really good job of working with the AORs, working with the internal measurement teams to try to bring things closer together.

And I think it's okay to recognize that some metrics will just take longer than others. But I do think that the future is less around this is what your media is doing, and more about this is what your customer is experiencing in this moment, and here's all the different channels and how they're measuring leading into that moment. Does that make sense?

Audience Member: Yeah. Yeah, I think so. Yeah.

Gregg Arbittier, Head of Enterprise Marketing Modernization and Customer Experience, Jazz Pharmaceuticals: Yeah.

Faciliated by Sam Rolfe, Sales Director, Exeevo: Okay. I think we're at a natural conclusion. Thank you for all the questions Yeah. Thanks, guys. Thanks, Greg, for your insights- Yeah ... expertise. Appreciate