Specialisms
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Biometrics
We connect SAS programmers, data managers and data scientists with the latest opportunities within CROs and pharmaceutical companies.
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Commercial
Versed in the ever-changing commercial landscape, our team place professionals across a variety of verticals including marketing, sales, HEOR, market access and legal.
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Clinical Operations
In support of some of the most innovative pharmaceutical and biotechnology companies and leading CROs, our team source professionals for stages I - IV clinical trials across Europe and the US.
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Medical
We work with industry leaders in biopharmaceuticals, medical devices and CROs and support their growth in the medical affairs and clinical development space.
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RA, QA and Validation
An essential part of the drug development cycle, our dedicated team work with clients in the quality assurance, quality control, regulatory and validation fields across Europe and further afield.
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Research and Development
Those we work with rely on us to pair top talent with boundary-pushing R&D departments to ensure they can continue supporting the patient population through research activities.
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Technical Operations
From manufacturing to product development, facilities management to engineering, our team understand the skills necessary to ensure the success of a tech ops department.
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Support and Administration
Our partners trust us when it comes to connecting professionals with opportunities across all aspects of their business, including support and administrative roles.
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Information Technology
Our sister brand, M Cubed, are dedicated to providing ERP, CRM and Risk and Analytics solutions across the globe. We also operate in the Pharma IT arena.
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Jacob Stafford-Wright October 2020Avoid 'WFH' burnout - here are 3 changes you can make today
Now that the pandemic has chased many of us away from our usual desks and into our bedrooms, kitchens, and living rooms, we can sometimes find ourselves struggling with the weight of the new remote rules of work.Too much screen time, a lack of boundaries between work and home and endless video calls have made remote work more taxing than it was first assumed to be.We’ve experienced working from home for the best part of 2020, and we now know it requires more long-term focus and more energy than being in the office. The key to avoiding burnout when home working is learning how to maintain that energy.Pay attention to ritual and routine.None of us are missing our hour-long train journeys or only getting back home after 7pm, but as much as we hated our commute they were a ritual that separated work life and home life. Those rituals are needed to help us re-energise and focus.We’re also missing those breaks that we would build into our workday; grabbing a cup of coffee, or having a chat with a co-worker. Those rituals are where you gather your energy, and you can replicate the effects of those with similar activities from home.The key is to be intentional – it could be listening to music, doing a stretching routine, taking a brisk walk at a certain time of day. Whatever it takes for you to create a defined transition between work and home.Manage your interactions.Participating in a video call can feel a little like a performance. And seeing floating, two-dimensional depictions of your colleagues provides you none of the usual cues that help you in reading a room, understanding others and effectively communicating.A day of back-to-back meetings with just a camera in your face means you’re on stage, performing, for 8 hours a day – it can be a huge tax on your energy.In order to have balance in your day you have to sandwich the rituals and transitions in with these calls or events you might find more taxing. After a big video meeting you could schedule a small amount of downtime, ready to recharge and refocus on your next task.Think about how you naturally break up you day, consider when you’re usually on, and build your more taxing work demands around that, leaving other times for work you find a little less weighty. Create an environment that enforces boundaries.Your desk could be your dining room table, but you must make it feel like a workspace – it’s easy to take a break to fold laundry or empty the dishwasher because we’re at home, but doing so once could make it more difficult to refocus, and making it habitual creates an unhealthy blur between work and home life.Limit distractions around you during your working hours and, if you can, physically close off that workspace when the time comes to switch off for the evening.Along with many new challenges, there’s an opportunity when it comes to working from home. Instead of transferring old habits from the workplace to our homes, we have a chance to look at our processes, refine the way we work, and build something better. Something went wrong - please try again. Success - thanks for signing up!
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Clinical
Rebecca Law September 2020If there’s one thing we should take from the pandemic, it’s our collective eye on clinical trial progress
When in the midst of a pandemic, the development of new treatments has never felt more important, so it’s unsurprising that the effort to develop a vaccine for COVID-19 has thrust clinical trial progress even further into the public view and interest.The fact we’re now more aware of clinical trials that are in development comes with the territory, but what’s more surprising is that data shows we’re actively seeking out information on trial developments in a way we haven’t seen before. Our collective interest in these trials is accounting for a substantial part of their progress, and remaining invested in clinical developments post-COVID could provide a framework that puts patients at the heart of the drug development process, and gives them access to treatments faster.AUTHORRebecca LawRebecca is a consultant specialising in clinical operations, with a focus on the UK market.When in the midst of a pandemic, the development of new treatments has never felt more important, so it’s unsurprising that the effort to develop a vaccine for COVID-19 has thrust clinical trial progress even further into the public view and interest.The fact we’re now more aware of clinical trials that are in development comes with the territory, but what’s more surprising is that data shows we’re actively seeking out information on trial developments in a way we haven’t seen before. Our collective interest in these trials is accounting for a substantial part of their progress, and remaining invested in clinical developments post-COVID could provide a framework that puts patients at the heart of the drug development process, and gives them access to treatments faster.Dismantling patient distrustWhen it comes to healthcare, we’re all aware of the negative perceptions toward some of the organisations controlling the commercials and the systems that are in place. Due to the pandemic, however, major players in the clinical research space find themselves at a crossroads, where their next move could alter their relationship with the greater population.Low visibility has always been a barrier between the public and large healthcare entities. We’re now in a heightened state of awareness thanks to the pandemic, and governing bodies, media outlets and the public are all demanding clarity.The onus lies largely with the corporations here, but our relationship with big pharma in 2020 could set a new standard for the future; one of open communication and true transparency. If we maintain our interest in major clinical developments, it poses a great opportunity for those in the healthcare space to rebuild public trust.Supporting recruitment drivesA foray we once might’ve only associated with students who were looking to make a bit of cash, the increase in visibility around clinical trials this year has led to a huge spike in individuals interested in participating in them.Through feelings of altruism and a drive to make a difference against an issue affecting the whole world, almost 7 in every 10 Americans are now more likely to consider clinical trial participation, and over 100,000 UK citizens have registered for future COVID-19 vaccine trials through the NHS research registry. In our own poll on the subject, while 46% of respondents said the likelihood of trial participation hadn’t changed for them, 39% did say they were more likely to consider trial participation.Has the pandemic made you more or less likely to participate in a clinical trial in the future?More likely39%Less likely16%No change46%Source: SEC Recruitment on LinkedInIt’s not just the sheer number of potential participants that might get a patient recruitment coordinator jumping for joy, it’s the greater diversity that then comes with that. For approval, a vaccine candidate is going to have to prove clinical effectiveness on a group that is as representative of the global population as possible; it’s an easier task when you’re dealing with a pandemic that touches every corner of society.If this change in public opinion regarding trial participation lasts for the long-term, it could mean we see a greater number of trials conducted and with a faster start-up time than previously possible.The global investment in the development of a COVID-19 vaccine accounts for the reason a process that usually takes over 10 years could, in this instance, materialise around the 12 to 18-month mark.The world can’t wait for a COVID-19 treatment, and understandably so. But once we do have a vaccine come to market, we ought to keep the same energy, interest and engagement that we’ve had for the trials we’ve witnessed in 2020 going forward. Continuing our discussions around ongoing clinical trials could improve our relationship with big pharma, help major new therapies reach approval, and give faster treatment access to the patients that need it. Something went wrong - please try again. Success - thanks for signing up!
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Commercial, Clinical
Martina Di Maggio September 2020A Covid-19 vaccine candidate shows effectiveness in clinical trials - now what?
Currently over 160 vaccine candidates are racing to prove clinical effectiveness in COVID-19 trials across the globe, and every day we hear conversations around what will happen after the eventual arrival of a coronavirus vaccine - offices reopening, weddings going ahead, reunions with family, holidays abroad.AUTHORMartina Di MaggioMartina is a consultant specialising in market access, health economics and outcomes research.Currently over 160 vaccine candidates are racing to prove clinical effectiveness in COVID-19 trials across the globe, and every day we hear conversations around what will happen after the eventual arrival of a coronavirus vaccine - offices reopening, weddings going ahead, reunions with family, holidays abroad.Despite public imagination though, crossing that red ribbon at the finish line won’t mean a glory-basked, picture-perfect spot on the podium; at least not straight away. Establishing effectiveness opens the doors to several socioeconomic issues the companies that own the patent rights will have to overcome, all while jumping through hoops held by major governments and regulatory bodies.For a COVID-19 vaccine to reach approval stage it’ll have to establish immunity in at least 70% of the population. So, let’s say we wake up tomorrow and a major frontrunner has announced such a result; what needs to be considered before it reaches us?CommercialsFinding the balance between intellectual property rights and serving the public good is a challenge that vaccine developers have always had to navigate. The rights to a vaccine patent provides developers a way to recover the costs of R&D, and as with any therapeutic, deals are written up between the private companies leading the development and the public bodies invested in ensuring access. The urgency we’re seeing in the case of COVID-19 doesn’t come close to anything else we’ve seen in our lifetime, and it leaves governing bodies in a position where pre-emptive deals are being closed without knowing which candidate, if any, will prove effective."While we do not know today which vaccine will work best in the end, Europe is investing in a diversified portfolio of promising vaccines, based on various types of technologies."Ursula von der Leyen, President of the European CommissionLast month the European Commission announced a deal with French pharmaceutical company Sanofi for 300 million doses of a possible future vaccine, and it’s just one of the major pre-emptive deals being closed. These down-payments for vaccines that may never make it to market may seem risky, but when a process that usually takes 10+ years is being given an optimistic forecast of 12-18 months, it leaves far less time to consider the financial aspects. AccessWith deals being drawn up between governments and the organisations controlling the patent, it’s easy to conclude that nations with the deepest pockets will end up with first access. Even if a vaccine can be mass produced, there’s no clear way to force nations to distribute this fairly outside of their patented countries. During the 2009 H1N1 flu pandemic, Australia was amongst the first to manufacture a vaccine. They, however, chose not to immediately export it in order to prioritise their own citizens. How can we ensure something like this doesn’t happen on a larger scale with a COVID vaccine?"In a pandemic, the last thing we want is for vaccines to be exclusively accessed by countries that make them and not be universally available."Mariana Zaccucato, Economist, University College London Institute for Innovation and Public PurposeIt’s a challenge that has to be addressed collectively by governments, health leaders and regulatory bodies, and one that’s been talked about since the pandemic broke.A major scheme launched by Gavi and the World Health Organisation, COVAX, sets to counter this threat of ‘vaccine nationalism’ by setting an allocation that ensures a new vaccine is shared equally between the world’s wealthiest economies and those in the developing world.At the time of writing, 156 countries have signed the deal, which seems like great news for market access. But the scheme is currently far short of raising the $18billion it’s estimated it will need from donors to scale up production and ensure access to low-income countries. It also leaves wealthier countries in charge of purchasing their own allocation, and as it stands, more than two billion doses are set aside just for Europe, the US and a handful of other wealthy economies.PopulationEven if a vaccine gains approval within 18 months, there won’t be enough for everyone. Countries signed up to the COVAX scheme are set to receive vaccine doses for 3% of their population during the first stage of roll-out, which will then increase to 20% for the second stage and then more as production ramps up. It’ll be down to individual governments and public health bodies to decide the criteria and strategy for allocation at each stage.The two major populations discussed when considering who should get priority access are healthcare and social care front-line workers, who the World Health Organisation have suggested prioritising for the first roll-out, and the clinically vulnerable or high-risk.The framework will differ from country to country, with each basing their approach on evidence on the rate of transmission, most severe health effects and their national economy. This means that the average person may not receive a vaccine for a number of months, even years, after initial production.So much is still unknown, and decisions that might’ve seemed clear-cut back in March have been turned on their head as we learn more about the virus and how it’s transmitted.What is clear is that a vaccine won’t be providing some silver-screen-style heroic ending to a time of bleak uncertainty; the fight against COVID-19 is one that will be won gradually, and at a high cost to governments, the global economy and our everyday lives. Something went wrong - please try again. Success - thanks for signing up!
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TeamSEC
August 2020How can I get the full picture when conducting a video interview?
Over the past two months, growth strategies have been thrown off-kilter and hiring activity ceased for many life science organisations around the world. For those that have been hiring, video interviewing is the only option. The use of video in the recruitment process is of course not a new thing, but it certainly has been brought to the fore in recent weeks. Now, restrictions are easing and employers are onboarding new team members again, but video interviewing is still the norm for the time being. So how do you get the most from a remote interview, and ensure you get a well-rounded picture of the candidate?Many clients and candidates we’re partnered with at SEC have experienced video interviews for the first time, and we have brought together what we have discovered makes the best video interviewing experience for both the employer and the interviewee.Communicate, communicate, communicate.Before we even start talking about the platforms you can use for video interviewing, you need to set expectations. The circumstances that we are working under at the moment are putting stress on everyone, people are being asked to do new things with limited knowledge and exposure.So overcommunicate.Approach the video interview as if it was in person, share expectations, run through the details of who will be attending and ensure it is in diaries. In addition:Share how to use any of the video software. Does it need to be downloaded? Can you use it on your phone if you don’t have a webcam?Will you be asking a candidate to present? What will the structure of the interview be? Will you ask for a presentation in advance or will they be asked to talk through anything on screen? Assume something will go wrong. Provide a backup telephone number and share it with the interviewee in advance.The tech.This may be limited to how your business is set up. If you currently use something like Microsoft Teams, Skype or Google Meet then hunt out guides that may assist the candidate. If you have flexibility in what you can use, then it is worth asking the candidate what they would prefer to put them at ease. If you’re using a recruiter then they may be able to give you use of a platform they have tried and tested with several businesses and can facilitate this.And then test.As the interviewer, you will need to make sure that you make as much of a good impression as the candidate. This means good WiFi connections, a well-lit room and a camera positioned in such a way that it’s not looking up your nose! If you haven’t used the technology in a while, then ask a colleague to go through a dress rehearsal with you – including sharing screens and any other features you may want to run through. It is worth sharing these tips with candidates as well.What is your business like?It’s hard now. People don’t get the chance to visit offices, understand the “buzz” of where they’ll be working and interact with others. Whether the world of work changes dramatically or not, you still need to convey your company culture to those who you are interviewing via video. What can you share visually (beyond the standard collateral) that will give potential employees an insight into your business? Work with your marketing team or recruitment partner to create a picture of what it’s like to with you and in the business. Maybe even share what you’ve done as a team during lockdown – that’s going to be increasingly important for candidates.Remember, it’s an interview.We give the same advice to candidates as we do to employers. Make sure that you make eye contact and smile – give those physical signs that shows you are listening and engaged. Be aware of the background. Be aware of what you’re wearing.You may be able to get a recording of the interview depending on your software, but it is still important to make notes “in-the-moment.” Allowances will of course need to be made from both the interviewer and the candidate at the moment, but a standard of professionalism is expected from both sides regardless.End the interview well.Don’t just click the red “Leave Meeting” button. Inform the candidate of the next steps, offer them and you the chance to follow up via email, phone or another video catch up.The fundamentals of interviewing have not changed, but we all need to increase our levels of awareness around video interviewing as it becomes more commonplace both now and in the future.At SEC, we have sat in on, prepared people for and advised on video interviewing processes for many businesses and individuals over the years. We hope this short summary helps you think more about your video interviewing process.If you’d like to discuss more or how SEC can facilitate your video interviewing process then please drop us a note. Something went wrong - please try again. Success - thanks for signing up!
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TeamSEC
Shefika Hasan August 2020The high turnover elephant in the recruitment room
If you have had any exposure to working in the recruitment industry, you would have been bombarded with eitherMaterials on how this is the best industry to work for – pictures of recruiters in glamorous resorts or on a yacht happily enjoying a drink/meal, orMaterials on how recruitment is soul-crushing and gut-wrenchingly difficult.If you work in the industry, then you know that recruitment can be both. More often than not, though, it's somewhere in the middle of that spectrum.The truth is, where you land on that spectrum and the experience you have depends on a huge number of factors. How resilient are you? How equipped are you to work under pressure? How strong is your internal drive? Do you have a particularly persuasive communication style? Are you willing to push yourself outside your comfort zone? Do you have a strong work ethic?But it's not just a case of how you act or your attitude towards your work. There needs to be a good relationship between yourself and the company you work for, a passion for the industry you're in and a match between yourself and your manager's leadership style.If you're reading this and you've been working as a recruiter for more than nine months - you're in the minority. A whopping 57% who give a job in our industry a go have quit by the nine-month mark. It makes recruitment sound like a bit of a career gamble, doesn't it?Well, yes and no.A lot of our recruiters will tell you they fell into the industry. It happened by chance. SEC were just paying a decent basic, and the rest sounded fine. But whether a hire is successful or not shouldn’t be a gamble, and addressing the issue starts with the recruitment process.Let’s make one thing clear – there's no magic formula that guarantees successful hires. Not even the slightest. If there was, it'd be bottled and sold… There are, however, things you learn you can do better in the recruitment process to minimise the chances of an unsuccessful hire.Addressing high turnover starts by asking the question: ‘Why do our recruiters leave?’A) Are they leaving recruitment?orB) are they just leaving us?Leavers in that first category are more often than not, junior-level hires in their first or second recruitment role. Somewhere along the way, category A leavers realise that recruitment is ‘not for them’, which essentially means that their expectations of what recruitment is were not met or they simply changed their mind about what they want to do with their careers. Fair enough. There is very little that can be done to predict such changes of heart, other than making sure that during the interview process we get a solid understanding of the intrinsic factors I mentioned earlier affecting the candidate’s possible longevity in the industry.So how do we influence the attrition of category A leavers through the recruitment process?As obvious as it sounds, the answer is by setting the right expectations early on. You will be surprised how many candidates that I have met have been ‘sold the dream’ of recruitment. Recruiting recruiters is a highly competitive gig- there are plenty of options for talent to choose from, so selling the role you work on is, of course, an important part of securing a candidate, but being realistic about what recruitment is doesn't mean underselling or undervaluing the actual opportunity.This doesn’t always apply to people new to recruitment either. I have spoken to consultants who were considering leaving their agencies because someone did not deliver on their promises and failed to mention that winning the competition to go on that Ibiza trip is actually quite a lot of hard work. The risk of being brutally honest about the challenges in recruitment is that you may lose some candidates in the process, but surely that’s better than the alternative?Leavers in category B on the other hand, could have a particularly negative effect on a recruitment business if they are performing recruiters. Needless to say, if that is the case then it is imperative that we investigate the reasons for this person to want to leave the business.So how do we influence the attrition of category B leavers through the recruitment process?Frankly speaking, the reasons why those people would leave are often a product of personal factors that employers may have little influence over. When this is not the case however, you may find that some of the earlier mentioned factors may have a part to play in that decision. The good news is, by tweaking the recruitment process slightly, we can increase the chances of getting the company, team/manager and industry/desk fit right.Let’s take the team/manager fit for instance. When hiring new people a lot of the team/manager fit decisions tend to be made on the basis of whether there is a vacancy there. In an ideal world, that would make perfect sense, but in such a personality-lead industry like recruitment, things are not that simple and making sure candidate A is the right fit for team B could have the effect of ‘make it or break it’ for a specific hire. That’s why at SEC, when possible, we have a more flexible approach to recruitment; we focus on getting the right person into the right team as opposed to trying to fit a candidate into a vacancy. A lot of our consultants will confirm having met more than one leader in the business during the hiring process to make sure the fit is just right.Of course, it’s important to keep in mind that recruitment is a two-way process and this is true for any field. Both parties should enquire, engage, test, and promote themselves professionally to increase positive experiences for all, regardless of the outcome.The bottom line is, recruitment as an industry that does have a high turnover. Now, we could all agree with that and continue to hire in the same way we always have, or perhaps we can start scrutinising the way we do our own hiring and ask ourselves ‘how can we do this better?’ and make a difference. Something went wrong - please try again. Success - thanks for signing up!
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TeamSEC
Jacob Stafford-Wright July 2020A look into our brand new website
It’s been a fairly challenging time for many of us lately, for employers, jobseekers and freelancers. We’ve been supporting so many of you over the last couple of months, and we’re thankful that you’ve come to SEC for advice on hiring, tips on moving jobs in lockdown or just for a chat about the current market landscape.We’re pleased to have been able to maintain a steady pace throughout these difficult times, and to continue adapting to provide our services and knowledge when it’s needed. With a commitment to move forward, and at a time where we’re seeing many countries ease lockdown restrictions and some more growth in hiring activity, we’re excited to launch our brand new website.What’s new?A job search function that makes sense.We’ve updated and refined the job search capabilities on our site. You’ll be able to easily search, save and apply for our open vacancies, but you’ll also be able to sign up for automatic alerts. While we'd love you to visit our site regularly and have a scroll through our open vacancies, we know that isn't the most convenient thing for you. So, if we don’t have a role advertised that is a 100% match for you, simply register with us and we’ll send you an email when we do.Sector-specific content shows you our exact areas of expertise.Our business is continually developing, and subsequently, we now operate in sectors you might not have previously associated with SEC. New discipline pages outline our exact remits, as well as detailing how we can help you find your next job or secure your next hire. We’ve also revamped our latest news section, where you’ll be able to filter for news specific to your specialism.Get to know us a little better.We’ve updated our meet the team pages, as well as outlined a detailed history of SEC over on our about us page. Here you’ll also find our commonly asked questions, and understand exactly what a partnership with SEC provides.What do you think?We’re confident our new site is a huge step up from anything we’ve brought you previously, but we’d love to know your thoughts. Have a scroll through our website, and get in touch if you have any feedback. Something went wrong - please try again. Success - thanks for signing up!
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Clinical
Roy Nelson June 2020Why are clinical professionals increasingly opting for a career as a freelancer?
Leaving the security of full time employment and choosing a career in freelance can seem intimidating, but has become increasingly attractive to clinical professionals. At SEC we have constant demand for contractors with experience in the clinical market, particularly within the Biotechs and CROs we work with across Europe and the US. With the many benefits of freelancing it’s no wonder professionals are seeking advice on how to take the first step in their career as a contractor.I’ve been working in the clinical contract market since the start of 2018, and since then I’ve been building a network of contractors across Europe, mainly made up of Clinical Research Associates and Project Managers. I’ve learnt that a major difference in the mindset of a freelancer is their motivations; there are a number of things that drive a freelancer working in the clinical market that may differ from a professional working in a permanent role.Higher RemunerationThis is the main reason candidates tell me they’re looking to get into contract work. Contractors on average get a far higher rate than those working in a permanent role, particularly in the clinical market where professionals have skillsets that are in high demand. Contracting is extremely attractive to candidates that believe they can utilise skills they already have and earn more money doing so.When entering the freelance market, changes occur in the way you are taxed, how your expenses are filed and (dependant on location) your healthcare and other insurances – occasionally a contractor might consult a freelance accountant if they’re concerned about tax laws or IR35 regulations. In moving from a permanent role you could be giving up some lifestyle benefits that were offered by your previous company, but these are usually covered by the substantial increase in net income.The FlexibilityThere are a number of ways life as a contractor might offer more flexibility than in a permanent role. Some professionals opt to take long breaks between contracts, allowing them more downtime before seeking out their next position and taking longer holidays that might not be possible in a permanent role. A lot of clients in the life sciences industry also offer remote work, meaning professionals have the opportunity to work from home or be partially office based. Usually employees in permanent positions have little or no control over the hours they work or the location they work in, whereas freelancers can often negotiate their working modality to best fit their schedule.The VariationWhen in traditional full-time employment your work and working environment can become repetitive. Contract roles are less restrictive and can allow you to work for many companies in a shorter space of time, and in a clinical role it’s often on a global scale. Contractors are able to gauge what it’s like as an employee of each company, which informs their decision as to where they might pursue work in the future.The opportunity to work for many companies within the industry also allows you to quickly build your professional network, opening up opportunities for new work in the future.The Consultative ApproachSuccessful contractors often have consultative mindsets, and approach situations looking to offer their ideas and input rather than just following instructions - this is a crucial part of what makes a successful contractor. Once an employee has gained a considerable amount of industry experience, clients actively seek candidates that can offer expertise in a particular therapeutic area and actively drive the success of the project for the entire duration.Working on short term contracts each contractor is able to influence real change on the study, whether that be at associate level or project manager level. Seeing your impact on the outcome of the study can be really rewarding for those with a leadership mindset.Whatever the reason for moving from permanent to contract work, it’s important to assess your individual circumstance before making a decision. Success breeds success in the field, so it can take many years as a contractor to gauge a full idea of how to navigate the market. You may be out of work between projects for longer than you anticipate, or adverse events may halt the progress of a trial and prematurely end your contract. It’s important to be aware of the risks as well as the benefits, and organisations like IPSE and FCSA are there to provide guidance to freelancers and those looking to become one.If you’re a clinical professional looking for more information on opportunities in the contract market, feel free to reach out directly on +44 (0) 207 255 6620 or at Roy.Nelson@secpharma.com Something went wrong - please try again. Success - thanks for signing up!
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TeamSEC
John Spring May 2020From consultant to manager: an overview of my journey with SEC
John started at SEC Recruitment in 2017, following three and a half years in life science recruitment. After two promotions and choosing the management career path, John now heads up a team of four consultants, focusing on the technical operations, quality assurance and regulatory affairs market. What made you choose SEC?I was really impressed by the diverse company culture; multiple languages and cultures, a wide spectrum of personal and professional backgrounds, all working together to provide an amazing client and candidate experience in virtually any country. I also loved the fact senior management were actively and visibly involved in the day-to-day operations of the company. How has SEC supported your career progression?Since joining in 2017 I’ve been promoted from consultant to senior consultant, and recently promoted again to manager. SEC has provided the framework that allowed me to grow and develop, giving clear criteria for promotion and offering the support and guidance I needed to get there. Even now I’m managing my own team of four, I know that support is there when I need it. Why do you think you have been successful in your role?Two main reasons; hard work (something that every salesperson needs is a strong work ethic and a will to succeed), and support from the wider company. This support is not only in the form of learning and development and back-office support, but from investment in resources like LinkedIn, job boards, our candidate database, analytics tools and more. There’s plenty of other factors but these are two of the main ones. What would you say to someone looking to join SEC?Whether you’re starting out in recruitment or are a seasoned veteran recruiter, this company can offer an amazing workplace. The support, training, people and growth opportunities are excellent and the company are very good at building a tailor-made development programme for your unique needs and experience.At SEC we've cultivated an atmosphere where we encourage each other to perform, progress, and be successful. Join an organisation that puts their people at the heart of everything they do.what it's like to work for us submit your CV
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Commercial
James Seed April 2020The influence of medical education on the wider pharmaceutical landscape
Those working in medical education play a vital role throughout pre-launch and post-launch phases of treatment development. Working in the industry means that you can have a direct effect on the success of treatments by providing healthcare professionals (HCPs) with educational programmes; these programmes focus on advances in therapeutic management and engage HCPs to change the way they treat their patients.This week we spoke to James Seed, Managing Director at Wave Healthcare Communications, about the modern medical education landscape and what developments in the sector mean for those working in the field. What is medical education?The term medical education covers a wide range of programmes that aim to provide evidence and endorsement for the effective use of medicines. These can be anything from webinars, symposia and animations through to developing and maintaining websites. The programmes are usually sponsored by pharmaceutical companies. Why was Wave established?We set up Wave in 2001 because we felt there was a need to provide clients with compelling medical education programmes delivered by people who know what they’re talking about and enjoy what they do. At that time, we felt that there was a gap in the market for people who could deliver medical education programmes that aligned with a client’s brand and marketing objectives. This approach was welcomed by our clients to the extent that many of them have worked with us since that time and with many others for over 10 years. What is so good about working in medical education?We are often working with cutting edge medicines which challenge the way diseases have been treated in the past. Our challenge is to communicate the benefits of these medical breakthroughs by working with the experts in each particular disease area. We are currently working with medicines providing new approaches to treating cancer, diabetes, cardiovascular disease, mental health and anti-infectives. This gives you an idea of the variety and intriguing work that we are involved with. What do clients think of your work?We continue to get great feedback from our clients, and we are particularly proud of working for four of the top five pharmaceutical companies in the world. When asked why they like working with us, our clients focus on the trust they have in us: the trust to create innovative programmes and deliver them accurately and on time. How is medical education evolving?When you look at any form of communication over the last 20 years the biggest impact has been the availability of digital channels. It's exactly the same in medical education and we have found some innovative ways of incorporating these channels. However, our core belief is that medical communication is always about the message and the content. This is where we really excel, by simplifying what can sometimes be complex messages and working with clinical experts to make those messages as compelling as possible. What kind of person does Wave look to hire?We continue to grow and are looking for more of the same type of people that currently work for us, a team of driven, talented and enthusiastic people. We welcome everyone from experienced programme handlers, medical writers and editors through to people who would like to learn the ropes through our editorial assistant or programme executive roles. What makes Wave different?Our structure at Wave really sets us apart as it is designed to encourage our people to be engaged in all aspects of our programmes. We start by assessing and understanding the clients’ brand objectives, meaning we can ensure that the content we create does everything it can to support their key messages in the most compelling way possible. Working within this structure gives you a feel for the breadth of career opportunities in medical education. Something went wrong - please try again. Success - thanks for signing up!
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Commercial
Emma Hobbs April 2020Playing catch-up: How can pharma compete in era of marketing innovation?
Traditional pharma marketing is not as effective as it once was. Patient experience is driving a change in expectations, and calling for a diversion from the traditional marketing methodologies of the past. We’re in a time defined by digital, innovation and technological advancements, and there are more ways to reach the consumer than ever before. As cutting-edge tech continues to allow marketers to pursue innovative strategies across a variety of sectors, why aren’t we witnessing boundary-pushing strategy in pharma? And what can we do to catch up?Addressing the CausesThe reality for pharma marketers is that every program, strategy or piece of content produced has to be meticulously reviewed, risk assessed and approved before it’s put in front of any patients or healthcare professionals (HCPs). When patient livelihood is part of the equation, there is no room for trial and error when it comes to strategy. In an industry abundant with strict regulations, patient protection laws and country-specific policies, it can be difficult for even the most digitally versed professionals to keep pace with the creative and innovative marketing efforts of other industries. 'How optimistic are you that your organisation could deliver the digital strategy you hope for?' Digital Pharma Advances survey, February 2020 I recently attended the Digital Pharma Advances conference in London, where a live survey revealed only 20% of attendees were optimistic about the ability of their organisation to deliver the digital strategies their marketing teams hoped for. At the conference we observed some real cutting-edge approaches to delivery, from utilising virtual reality for medical education purposes to working with advanced artificial intelligence to support sales strategy. These adoptions of tech didn’t wholly represent the current pharma landscape, however, and the underlying theme of the event was clear: there is still a need for pharma to push digital and promote disruptiveness. Closing the GapThe key to embracing innovation is to put the patient at the forefront of your strategy. In our industry we are swimming in real world data, and it has the potential to provide companies with insights on how patients react and engage with their treatments and products. In terms of closing the innovation gap between pharma and other industries, segmenting our marketing efforts by separating the methods used to target patients from the methods used to target HCPs is where we’ll observe the most traction.Patients, while often not the key decision makers, are showing increasing interest and participation when it comes to decisions about their own healthcare. Where HCPs largely respond to traditional marketing techniques, patients (particularly younger generations) expect digital engagement and require a contemporary approach.Those at the forefront of change recognise this, and are channelling efforts geared towards education and awareness rather than sales; adopting marketing techniques we wouldn’t typically associate with life sciences such as Celgene’s influencer marketing campaigns and J&J’s content-lead Care Inspires Care. While we are still observing frustration from those within the industry, the trends are positive. We are breaking new ground when it comes to marketing and digital strategy in pharma. While there are still strides to be made before we can compete with our unregulated marketing peers, we’ll continue to observe contemporary initiatives making their way to the forefront of pharma strategy in the months and years to come. Something went wrong - please try again. Success - thanks for signing up!
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