We were thrilled to chat with Andrew Murtagh, VP of Clinical Affairs at Med Alliance, which recently joined the Cordis family. We delve into Andrew's intriguing path to clinical research, the transformative role of acquisitions, and the essence that drives professionals in this field.

Andrew Murtagh: Stepping into Clinical Research

Andrew describes his entry into clinical research as something he "sort of stumbled upon." Influenced by a blend of athleticism, biomedical engineering, and a family history of entrepreneurship, Andrew always had an inclination towards medicine. A pivotal job offer in field clinical affairs marked his formal entry into the sector, guiding him towards broad-based cardiovascular research.

Pivoting Careers: The Sales to Research Transition

Career transitions are often daunting, and Andrew's shift from sales to clinical research was no exception. "It was a big change," he says. The transition coincided with St. Jude's acquisition by Abbott, adding another layer of complexity. Despite the challenges, this period proved to be an invaluable learning curve, enriched by exceptional colleagues.

Leadership influence 

The journey of a leader is not confined to the boardroom or the laboratory; it extended to the ice hockey rink. Interestingly, Andrew's experience as a hockey coach has granted him profound insights into leadership dynamics in a professional setting.

"Coaching different phases of athletes has also really helped me in my leadership journey," Andrew divulged. His coaching career spans from guiding high-school age athletes to mentoring his own children, covering an age range of three to 18. He believes these diverse coaching experiences have been invaluable, allowing him to understand "different personality styles, different ways to motivate, and different ways to multiply or diminish personality types."

The Art of Motivation and Management

One universal truth Andrew has gleaned from his coaching years is the pivotal role of motivation. "You can think you're great at something, and then having to break it down and teach or even motivate others is an entirely different thing," he noted. This principle resonates deeply with the varying degrees of success he has observed among his colleagues transitioning from individual roles to leadership positions.

"Some went on to be great managers, while others went on to be terrible leaders," Andrew pointed out. In his view, the skill set required for being a successful individual contributor can be entirely different from what's needed for effective management or leadership.

The Rise of Intentional Leadership

Today's professional environment is seeing a marked shift in how people approach leadership. No longer is it a byproduct of excellence in a field; many individuals are now consciously choosing to be leaders from an early stage in their careers. Andrew sees this as a positive trend, as it allows for more focused development of leadership skills.

"Some of my best mentors knew they wanted to be leaders really early on," he said. "Others were just thrown in, drinking from the firehose." Andrew himself was thrown into a leadership role early in his career at a small company. He credits his success to a wealth of experience and mentorship, saying, "I had to rest upon my own experience and the great mentors I had before me. I asked myself, what kind of leader do I want to be?"

Navigating the Leadership Learning Curve

Andrew admits that there's a significant gap in the professional development pipeline, particularly when individual contributors are promoted to leadership roles. "We can teach you how to be an individual contributor. But once you've finished doing that and you're performing well, we won't teach you how to manage everybody else, but we want you to do it," he lamented.

Despite the challenges, Andrew remained optimistic, relying on a solid foundation built upon key principles and values. "I had to make some tough decisions early on in my leadership journey and rested upon key principles that I had learned from my family and mentors," he shared "Definitely wisdom and experience and age have helped for sure. I would approach things a lot differently now in my 40s than in my 20s," Andrew said. While he has found that his underlying leadership principles have remained constant, his approach to them has matured significantly. This maturity is akin to an athlete's journey towards winning multiple championships, gaining composure and a depth of understanding with each new experience.

The Power of Pressure Testing

In an age where hybrid skills are increasingly valuable, Andrew has found inspiration in the world of mixed martial arts. He sees a parallel between the evolution of fighting styles and his own approach to leadership. "Pressure testing your character makes you stronger. I want to constantly evolve my style. Though I have core values, I want to learn new tips and tricks," he elaborated.

Andrew advocates for a leadership style that's more akin to Bruce Lee's Jeet Kune Do philosophy—a "style without style," open to evolution and improvement. He believes this approach allows for the pressure testing of ideas and strategies, resulting in stronger and more resilient solutions.

The Octagon of Leadership: A Space for Constructive Debate

One of the key principles Andrew values in leadership is the concept of "buy-in" from team members. He stresses that it's crucial for leaders to give voice to their teams and allow for constructive debates. In this space, which he likens to the UFC Octagon, "every leader in the room is asked to weigh in and pressure test ideas and challenge each other's ideas," he stated.

In Andrew’s opinion, this sort of pressure testing is essential for generating the best possible ideas or solutions. It also allows for a more thorough engagement from team members, making them feel more invested in the decisions made.

Andrew values "buy-in" from team members and believes in creating a space for constructive debates. He likens it to the UFC Octagon, where everyone is encouraged to pressure test ideas. "It's essential for generating the best possible solutions," he states.

Translating Sales Skills to Clinical Settings

Andrew brings a unique perspective to clinical research, having transitioned from sales. He finds that effective communication and leadership principles are universal. "The core principles have served me well in both roles," he adds.

Reinvigorating the 'Why' in Clinical Research

The Importance of the 'Why'

"When you're involved in the day-to-day of calling on your accounts or servicing your accounts that can be kind of a grind," Andrew pointed out. "What I thought I could do well was letting our clinical trial sites know, letting our investigators know, and ourselves on a weekly, daily, monthly basis, and just an ongoing conversation where what this could mean tomorrow for new patients if we get this indication."

By continuously emphasizing the 'why', Andrew believes that it is possible to reinvigorate the sense of purpose among clinical research coordinators, investigators, and even within oneself. This is particularly crucial in an industry where burnout and desensitization to the impact of the work can easily set in.

Practical Tips for Keeping the 'Why' Alive

When asked about practical tips for instilling the 'why', Andrew suggests that the first step is to assess the current state of the situation. "What is the patient journey for this disease state? What's the science at hand? And where does this contribute averse, if you will? Where does this potentially take the ball forward for us?" By understanding the potential impact of a project, it's easier to convey its importance to others.

Building a Community Through Shared Experience

One of the most effective ways Andrew has found to keep the 'why' alive is through community-building among research coordinators and investigators. "I've always found that the research coordinator perspective is so important in what is going well and tips and tricks," he said.

By allowing members of the clinical team to share their experiences and best practices, not only is the sense of purpose revitalized, but practical, on-the-ground insights are also shared, enhancing the efficacy of the clinical trial process.

The Power of Listening

"You can't build a community without listening to them and letting them speak to each other. That's what community is," commented Oliver Harkus, adding a layer of validation to Andrew's approach. Indeed, creating an environment where clinical teams can freely exchange ideas and experiences is key to sustaining both enthusiasm and effectiveness in clinical research.

Maintaining the 'why' may seem like a small thing, but its impact is profound. It serves as the North Star that guides and motivates, turning the routine into the meaningful. As Andrew Murtagh's experience shows, it's not just about doing the work; it's about understanding and sharing why the work matters.

Building Exceptional Teams: Trust, Synergy, and Cultural Fit

Trust and synergy are vital in team building. Andrew believes in creating a culture where the team's collective ability exceeds the sum of individual skills. "It's not just about picking the 'best' individuals; it's about creating the right culture," he says.

Trust as the Foundation

"Trust, that mutual trust back and forth, the leader says I'm in this with you," Andrew emphasizes. This trust is often cultivated when the leader involves their team in the decision-making process, thus creating an environment where each member feels valued and heard. When trust is present, even tough decisions are more readily accepted, and the team is willing to put in the hard work required.

The Power of Synergy

Synergy isn't just about assembling the best talents; it's about creating a culture where the sum of the team's abilities is greater than its individual parts. Drawing inspiration from sports, Andrew refers to the famous line from the coach of the 1980 U.S. Olympic hockey team: "I'm not looking for the best players; I'm looking for the right ones." This philosophy applies in the business world as well, where different perspectives can amplify a team's overall capability.

The Importance of Cultural Fit

Oliver,  concurs with Andrew's sentiment. "Hiring the right person for the right reasons will trump hiring somebody that has a great CV and is just moving for the sake of moving for money or something else," he observes. Sometimes the 'underdog' in the recruitment process, who may not have the most impressive resume but aligns better with the company's culture and values, turns out to be the best addition to the team.

Listening to Your Instincts

Both Andrew and Oliver highlight the importance of gut feeling in making recruitment decisions. "That gut feeling that you get, and we video interview everyone before we'll submit them... This is someone you need to speak to because what their resume says isn't who you're going to speak to," Oliver adds. A candidate's technical qualifications are undoubtedly important, but their fit within the team's dynamics and culture can sometimes be even more critical.

Key Takeaways

• Trust: Build it by involving team members in decision-making and showing that you're in the trenches with them.

• Synergy: Assemble a team with diverse skills and perspectives that can amplify each other's strengths.

• Cultural Fit: Look beyond the resume to consider how well a candidate will mesh with the existing team culture.

• Gut Feeling: Trust your instincts when it comes to hiring, especially when all other factors are nearly equal.

Exceptional teams are not just about individual brilliance; they are about how well the individuals can work together towards a common vision. As Andrew puts it, it's not about miracles; it's about exceptional leadership and the synergy it creates.

The Future of MedTech: Focus and Innovation

Andrew observes a trend where larger companies are focusing on core areas, while startups drive innovation. "Both are exploring new business models, aiming for long-term sustainability," he highlights.

Andrew gave great insight into taking principles and values found everywhere in life and installing them into clinical research to get the best results.