In an industry marked by constant evolution and technological shifts, Anthony Mullin emerges as a seasoned veteran. With a career spanning over twenty years, he has navigated a multitude of organizations and roles.

This forms a rich tapestry imbued with innovation, leadership, and insightful lessons.

Our in-depth feature explores various facets of Anthony's career. From his initial foray into clinical research to spearheading major acquisitions, he's been at the forefront of change.

Notably, he's brought 22 groundbreaking medical devices to market, and his work has even transformed established medical practices.

The piece concludes with Anthony's latest perspectives on team culture and leadership, offering enriched, actionable insights and tips.

Introduction

In the ever-evolving landscape of clinical research and medical technology, Anthony Mullin stands out as a veteran with over two decades of industry experience. Spanning multiple organizations and diverse roles, his career is a rich tapestry of innovation, leadership, and insights. 

This comprehensive feature delves into Anthony's entire career journey, from how he got into the industry, big acquisitions, taking 22 devices to market and helping change the way medicine was practised. The piece concludes with latest reflections on team culture and leadership with some actionable insights and tips 

Med School or Mallinckrodt?

Fresh out of school, Anthony faced a life-altering decision: return to medical school or step into the uncharted waters of clinical research. The allure of making an immediate impact in a dynamic field swayed him. "I thought I would go back to medical school. They were looking for an engineering background—so I had the opportunity to train CRAs," he said. This crucial decision led Anthony into the welcoming arms of Mallinckrodt.

A Game-Changing Blood Gas Analyzer

Before joining Mallinckrodt, Anthony became part of a groundbreaking project focusing on a blood gas analyzer. The company was deeply interested in the intellectual property behind this technology. "We thought we'd commercialize this product, get it to market, and become famous," Anthony mused. However, the reality was more complex. Mallinckrodt aimed to leverage the newly acquired IP to outmaneuver a competitor, teaching Anthony an invaluable lesson about the intricacies of business strategy.

The Move to St. Louis: A Test of Resilience

After joining Mallinckrodt, Anthony faced another curveball. The company announced a move to St. Louis, a decision that would put the team to a litmus test. Out of a 67-member team, only 22, including Anthony, made the move. "They made it a very attractive package, actually," he recalls. This transition was a testament to Anthony's indispensable value and the company's recognition of his potential, 12 months later he was the only employee left who made the move.

A 15-Year Journey: 22 Products to Market

The move to St. Louis marked the beginning of an exhilarating 15-year journey with Mallinckrodt. During this period, Anthony played a pivotal role in bringing 22 medical devices to the market, each with its unique challenges and triumphs. "So if you think of clinical research as generating clinical evidence, that's the product that clinical affairs are selling," he pointed out. His contributions were instrumental in the company's evolution, solidifying his reputation as a dynamic clinical leader.

Anthony Mullin's early career is a compelling tale of strategic choices, resilience, and unrelenting commitment to innovation. From opting for clinical research over medical school to navigating company relocations and complex acquisitions, his journey serves as an insightful guide for those aiming to make their mark in this intricate industry. "When people ask me about my style of leadership, I've always said that professionals in the medical industry don't wake up thinking, how can I fail today?" Anthony's story is a testament to this philosophy.

The second chapter of Anthony Mullin's illustrious career is a gripping tale of navigating corporate mergers, setting out on entrepreneurial ventures, and making a lasting impact on the medical field. This segment delves deep into his transition from Mallinckrodt to Innercool Therapies and his ultimate move to Philips, each step punctuated by lessons in resilience, innovation, and strategic thinking.

A Bittersweet Farewell to Mallinckrodt

After a robust 15-year career at Mallinckrodt, during which he "designed, developed, and took to market about 22 medical devices," Anthony faced a crucial decision. The company had been acquired by Tyco Healthcare, a holding company and he thought it was time to get out. "The CEO of Mallinckrodt, in a very stubborn move, decided to acquire Nellcor Puritan Bennett," Anthony recalls. The acquisition was a fiasco, causing a significant shortfall in projected annual sales and motivating Anthony to seek greener pastures. He left Mallinckrodt with a generous severance package and the wisdom that "it was a terrible acquisition, which was very costly."

A New Chapter with Innercool Therapies

Anthony's next venture was a consulting company, with one of his clients being Innercool Therapies, a San Diego-based startup. He had a prior relationship with one of the founders and was drawn to their groundbreaking work on therapeutic hypothermia. The idea was to treat patients who had suffered from ischemic events like strokes or cardiac arrests by controlling their body temperature. "We discovered that by lowering the body temperature, we could actually help the patient survive," as opposed the consensus of the time of putting a blanket on the patient.  Anthony explained.

Overcoming Challenges and Changing Medical Practices

Despite its promise, the technology had its challenges—especially regarding patients who would shiver when cooled, thereby increasing their oxygen demand. "It became a very interesting area of research for us," Anthony notes. Innercool partnered with the University of California in San Diego to develop a drug cocktail that would effectively inhibit the shivering response in stroke patients. "We managed to change the practice of medicine substantially," he proudly stated.

A New Home at Philips

While at Innercool, Anthony and his team caught the attention of several industry giants, including Philips. After moving to Boston, he presented Innercool's value proposition to Philips, among other potential buyers. "When I presented to Philips, they were very interested, and we ended up selling the company to Philips," he recounts. The acquisition wasn't just a career milestone for Anthony, but also a testament to his relentless drive for innovation and improvement.

Anthony Mullin's journey, from his early years at Mallinckrodt to his groundbreaking work at Innercool and his eventual transition to Philips, serves as a remarkable study in career adaptability, leadership, and transformative impact. "You have to be open to criticism, new ideas, and all those things," Anthony advises, encapsulating a successful career. 

A Budgetary Surprise at Philips

When you're entering the world of clinical research, budgetary concerns are paramount. Philips, although a giant in electronics, was relatively new to the clinical research sector and was "surprised by the amount of investment required to do clinical research," as Anthony put it.

This became evident when Anthony presented his clinical strategy for five compelling studies to Philips' leadership team. "Only the CMO and one other raised their hand, and they said, 'Is that all you're asking for?'" Anthony recalls. The NIH had agreed to fund about 85% of the stroke study, making the budget particularly cost-effective. Yet, Philips decided to fund only three out of the five studies, slashing the budget significantly.

Resource Constraints and Unplanned Success

Funding constraints led to a downsized team and fewer resources, putting enormous pressure on Anthony and his colleagues. However, they pulled off a near miracle. "We had compelling data at the end of the day for three very important applications of this new technology," Anthony proudly states.

The Unanticipated Sale and a Temporary Goodbye to Philips

After five years of pushing the boundaries of medical technology, Philips decided to sell the business unit to Zoll Medical, a competitor in the space. "They took our technology, mostly they now have the IP to sue anyone who comes into that space," Anthony explains. 

Epilogue: The Return and Future Prospects

A year later, Philips reached out with an opportunity to rejoin the team and complete the acquisition of a company called Volcano. However, a two-year outflow clause put a temporary halt to this opportunity. "I was given a package that was, 'thank you very much for your time,'" Anthony sums up his journey.

From a career that started in the hallways of Mallinckrodt to the cutting-edge labs of Innercool Therapies, and eventually to the corporate boardrooms of Philips, Anthony Mullin's story is a masterclass in adaptability, innovation, and unwavering commitment. His experiences remind us that "you have to be open to new ideas," and that a constrained budget should not be a constraint on vision and success

Managing Teams: Size Matters

Anthony emphasizes that the size of the clinical team should align with the business objectives and timelines. In smaller companies, a clinical leader might wear multiple hats, from writing protocols to monitoring data. However, in large-scale companies like Philips, responsibilities are more segmented.

Key Takeaways

• Smaller Companies: A more hands-on approach is often required.

• Larger Companies: Specialized teams focus on different facets like clinical development and operations.

The Need to Be Heard

One of the most poignant points Anthony made is that "people want to be heard." This applies not just to extroverts who naturally voice their opinions but also to the quieter members of a team. Ignoring this can lead to failed projects due to misalignment between strategy and operations.

Listening Is Leadership

• Inclusive Strategy Discussions: Involve all team members in strategy formation.

• Open Communication: Keep lines of communication open for everyone to contribute.

Two Pillars of Clinical Research

According to Anthony, two critical elements must be clear in clinical research:

• Understanding the Business Plan: Before even talking about clinical strategy, understanding why the research is being done is crucial. This relates directly to the business objectives, whether it's innovation, competition, or profitability.

• Data Quality: The data collected must be compelling and irrefutable, especially if it's for a regulatory submission.

Interconnectedness of Data and Strategy

• Understanding Why: Know why the research is being done.

• Quality of Data: Ensure the data withstands scrutiny from regulatory bodies.

Flexibility and Contingency Planning

Anthony also stresses the importance of having a flexible clinical strategy. External factors can always change the course of a study, and being rigid can lead to failures. A robust strategy should be in place, but one should also be prepared for unforeseen circumstances.

Be Prepared

• Flexible Strategy: Be willing to adapt as new information comes in.

• Contingency Planning: Always have a backup plan.

Managing clinical teams, especially of varying sizes, requires a nuanced approach that takes into account not just the strategic objectives but also the human elements. The need to be heard, the significance of compelling data, and the essential requirement of a flexible strategy are just some of the key factors that Anthony shared with us. These insights serve as valuable lessons for anyone in the clinical operations sphere.

The Importance of Team Culture

Anthony firmly believes that a leader's role is to create a safe environment where team members can speak openly. He stresses that good leaders should be accessible, open to criticism, and new ideas.

Leadership Tips

• Open Dialogue: Foster a culture where everyone feels safe to share their thoughts.

• Be Supportive: Help team members overcome barriers to success.

Enjoying Work and Longevity

Anthony  agreed that enjoying what you do can lead to better performance and less burnout. Research shows that diverse teams with different thinkers are more likely to be successful and stay together for longer.

Happy Teams Produce Better Work

• Enjoyment: Love what you do.

• Diversity: Different perspectives enrich the team.

Final Advice for Newcomers

For those just starting out, Anthony recommends humility and a keen focus on learning. He also stresses the importance of cherishing relationships and always striving to add value to others.

Career Tips for Newbies

• Stay Humble: Value every learning opportunity.

• Build Relationships: Networking is key.

Our conversation with Anthony adds valuable layers to the complex world of clinical operations. From managing diverse teams to underlining the importance of data and strategy, his insights are a treasure trove for anyone in this field. As we wrap up this part of the series, it's clear that the path to success in clinical operations is a blend of strategy, human interaction, and constant learning.

Thanks for joining us, and stay tuned for more insightful discussions!