Most Influential COOs in The Healthcare Industry to Follow.pdf

Erik
Bergvin, MBA
Bringing Sustainable, World-Class Eye Care to the People
Erik Bergvin, MBA
COO
Eye Centers of
Tennessee
COOs
Most Inﬂuen al
in The
Healthcare
Industry
to Follow
June|Issue 03|2023

In this edition of Insights Care, we embark on a compelling
journey into the intricate realm of healthcare leadership.
Our focus shines brightly on the brilliant minds behind
hospital efficiency, patient care, and operational
excellence—the Chief Operating Officers (COOs). This
issue is a profound exploration of the Most Influential
COOs in the Healthcare Industry, whose innovative
strategies are redefining the healthcare landscape.
Inside, you'll discover a rich collection of narratives woven
with dedication and foresight. Through in-depth interviews
and thought-provoking articles, we reveal the stories of
these visionary COOs, uncovering the pivotal decisions and
groundbreaking initiatives that have transformed healthcare
institutions across the globe. Their strategies not only
enhance the efficiency of healthcare delivery but also
elevate patient experiences, ensuring a healthier future for
us all.
This edition is not merely a compilation of success stories
but a testament to resilience, creativity, and the unyielding
spirit of healthcare leaders. Whether you're a healthcare
professional seeking inspiration or a reader interested in the
transformative power of strategic leadership, this issue
promises valuable insights and knowledge.
Prepare to be inspired by the ingenuity of these strategic
minds. As you turn the pages, you'll find a wealth of
wisdom, practical insights, and innovative solutions that are
reshaping the future of healthcare. Insights Care invites you
to join us on this enlightening journey and celebrate the
indomitable spirit of these influential COOs.
Happy Reading!
-Pooja Shah
Pja Sh
Strategic Minds,
Healthy Futures

Erik
Bergvin, MBA
Bringing Sustainable, World-Class Eye Care to the People
08
Story
Cover

24
Dr. Nathan Cope
Driving Innovation by Placing People
at the Heart of Business
20 Marie-Hélène Raigneau
Leading the Way in Drug Development
with a Visionary Approach
Driving Patient Experience
The COOs' In uence on Healthcare
Service Delivery
28
16
How COOs Lead Organizations
Through Transformation
Navigating Change
32
Steve Mason
Making an Impact with Altasciences
Profiles
Articles

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June, 2023
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Brief
Featuring
Person
Company
Erik is on a mission to provide sustainable,
compassionate, and empathetic eye care
services that transform the lives of patients.
Marie-Hélène Raigneau is a pioneering figure in
drug development, recognized for her visionary
approach and significant contributions to the field.
Nathan stands out as a visionary leader who
recognizes the significance of placing people at
the heart of the business.
Steve Mason has made big advancements in
drug development to help clients make
informed key decisions for the early phases of
drug development.
Erik Bergvin
COO
Eye Centers of
Tennessee
ecotn.com
Otsuka
Pharmaceutical
Companies Europe
otsuka-europe.com
Altasciences
altasciences.com
Altasciences
altasciences.com
Dr. Nathan Cope
COO
Marie-Hélène
Raigneau
COO
Steve Mason
COO
COOs
Most Influen al
in The
Healthcare
Industry
to Follow

Erik
Bergvin, MBA
Bringing Sustainable, World-Class
Eye Care to the People
We are here to transform
lives, one eye at a me. To bring sustainable,
world-class eye care to the people of the Upper
Cumberland, and we focus heavily on our
core values of Integrity, Accountability, and
Empathy. This en re system is what lays at
the bedrock of our success and what we
grade ourselves on.
Cover Story

Erik Bergvin, MBA
COO
Eye Centers of Tennessee

eet Erik Bergvin, MBA the visionary COO of
MEye Centers of Tennessee, who is changing the
game in the eye care industry. With his
unwavering commitment to delivering world-class eye care
to patients in Upper Cumberland, Erik is on a mission to
provide sustainable, compassionate, and empathetic eye
care services that transform the lives of patients.
With Erik at the helm, Eye Centers of Tennessee is a beacon
of hope for patients seeking reliable eye care services,
including cosmetics and allergy services offered at ECOTN.
His positive attitude towards work, communication style,
and unparalleled leadership skills, combined with a patient-
centric mindset, have led to operational excellence and
streamlined services, which have translated into the
financial success of Eye Centers of Tennessee in the
healthcare industry.
Erik is a firm believer in putting patients' needs first and
works tirelessly to ensure that they receive the highest
standard of care at every stage of their visit.
Erik's approach is unique in that he understands the
common hurdles that eye care providers face, such as
inflation, cost-cutting, and political regulations, and he has
developed innovative solutions to overcome these
challenges. By fostering a culture of compassion, empathy,
and communication, Erik has created an environment that
empowers patients and staff alike, providing them with the
tools they need to succeed.
"I constantly communicate the company's vision, direction,
and goals for each ECOTN office and how we can get there.
It is easy to make an office metric-based, but at the end of
the day, we are dealing with real people, both patients and
staff. It's about giving people the tools to succeed and
getting out of their way," says Bergvin.
In a world where eye care providers are a dime a dozen,
Erik Bergvin stands out as a shining example of excellence.
With his unique skill set and dedication to improving
healthcare, he is making a significant impact in the lives of
patients and healthcare providers alike. His strong
leadership skills, innovative approach, and unwavering
commitment to putting patients first, coupled with his
visionary leadership, have earned him a reputation as an
'Influential Leader' in the healthcare industry, creating a
legacy that will endure for years to come.
Here's a glimpse into Bergvin's leadership for bringing
sustainable, world-class eye care to the people at Eye
Centers of Tennessee.
Most Influen al COOs in The Healthcare Industry to Follow

Journey So Far
Bergvin's journey to becoming the COO of Eye Centers of
Tennessee (ECOTN) has been one with few stops. "I guess,
I'm returning to a previous position that I held in my mid
20's, working as a COO at an early-stage venture capital
firm in Trondheim, Norway. Coming back to the states and
establishing roots in the Upper Cumberland has been a
really rewarding experience," says Bergvin.
"Looking back at it, it wasn't until my wife became a
pediatrician, that I got my first real dose of the healthcare
industry and knew this is where I wanted to be. The
opportunity arose to work at ECOTN, and here I am."
For him, the environment at ECOTN is second to none. No
matter what conference he travels to or the office he'd visit,
"Our patient experience can't be matched. The people, both
employees and patients, are what inspire me. To know that
we can make such a positive change is what gets me out of
bed each morning," he says.
Values, Vision, and Mission
At ECOTN, the Executive team and ownership have
focused on the company's core vision, mission, and values.
"We are here to transform lives, one eye at a time. To bring
sustainable, world-class eye care to the people of the Upper
Cumberland, and we focus heavily on our core values of
Integrity, Accountability, and Empathy. This entire system
is what lays at the bedrock of our success and what we
grade ourselves on," adds Bergvin.
Striving to Improve Operational Efficiency
At ECOTN, Bergvin and team constantly strives for
operational efficiency, just like any organization. The
current economic climate has created some hurdles that
Bergvin believes is to be overcome, i.e. increased overhead
costs due to inflation, political regulations and cost cutting
to name a few. "These issues are not just endemic to
Every me I hear the word
compassion, I think, "How can
we help?" Each person that walks
through our doors is seeking help
in some form or fashion. From broken
glasses, needing an eye exam,
to adver ng blindness. So yes,
compassion and pa ent care are
a big part of what we are about.

healthcare, though the industry oftentimes adopts a reactive
instead of proactive approach to solving issues,"
emphasizes Bergvin. Part of that is due to the nature of
healthcare, but it does create hurdles when working in the
confines of the structure.
"One specific issue that we have continued to reaffirm at
ECOTN is remaining on time for patient appointments. Our
CEO always says, "If your appointment is at 10 a.m., I want
someone calling your name at 10 a.m.". It's respecting the
patient's time that I often see as an issue at other locations."
Updating Technological Equipment
Bergvin believes that in order to keep with the company's
mission of providing sustainable world-class eye care to the
people of the Upper Cumberland, it needs to have the most
modern equipment.
Bergvin highlights, "You couldn't find better technologies
in place, than what we have. The equipment you will find
at our locations is very similar to what you'll find in
Nashville or Atlanta. On top of the technology, we have
some of the best surgeons and Optometrists in the
country. Dr. Michael Patterson, D.O. (Owner and
Surgeon), has worked incredibly hard to expand our
surgery services and products. Some of which, would
not normally be available in our part of the country.
Because of this, we often don't have to refer patients
out to other practices (except in pediatric cases)
which cuts down on patient travel."
"The technology and surgical ability are only as good as the
support staff, and I would put them up against anyone. I am
very proud of the people and services we provide," he says.
Delivering Compassion
Bergvin ensures that patients are treated in alignment to the
value of compassion and empathy. "Every time I hear the
word compassion, I think, "How can we help?" Each person
that walks through our doors is seeking help in some form
or fashion. From broken glasses, needing an eye exam, to
adverting blindness. So yes, compassion and patient care
are a big part of what we are about," explains Bergvin.
Endeavors at Present
What makes ECOTN unique is the trust that patients put in
it. Thus, Bergvin wants to service the patients in as many
ways as possible. ECOTN at present offers ancillary
services at its offices, from Allergy, Hearing and soon
Speech Pathology. "We want our patients to know that so
many of their needs can be met at our facilities and the
quality of care, timeliness, and dedication to them isn't
going to change," adds Bergvin.
He continues, "One of the greater endeavors we are
currently pursuing is expanding two of our offices. As the
population in our region keeps growing, we need to be able
to meet that demand, that depicts growth for the next 30
years. To know that the ownership is just as committed as
we are to the staff and patients is really a blessing."
Turning Challenges into Opportunities for Growth
ECOTN has witnessed a rapid growth over the past four
and half years, growing from four offices to seven and
almost doubling the staff. But this has brought forth several
challenges. Bergvin explains, "We have had to overhaul our
organizational chart to accommodate the growth which has
put managers in challenging yet rewarding, growth
situations. You are talking about one manager who oversaw
an office of 15 going to 3 offices of 30 and having to
maintain the goals the company has for them (both in
quality metrics and patient outcomes). It takes some
learning, patience, and a desire to better oneself."
In addition to accommodating the company's growth,
Bergvin wants ECOTN to be an employer that offers top
level benefits to its employees. With this in mind, changing
products and services, has been a challenge lately. "But we
often run on the mindset, (No pressure. No diamonds –
One of the greater endeavors
we are currently pursuing is
expanding two of our offices. As
the popula on in our region keeps
growing, we need to be able to meet
that demand, that depicts growth
for the next 30 years.

Thomas Carlyle). Challenges are often met head on and
seen as opportunities for growth. You can't be where we are,
without having a successful track record of overcoming
challenges," says Bergvin.
He continues, "Lastly, keeping the family atmosphere has
been challenging as we continue to grow. I believe we take
great care of our staff; one such example is sending them to
Hawaii every 5 years (them and a loved one). Making sure
the managers are keeping up with their team members. It
was easier when we had 25-50, but having 150+ and
growing, it does add some challenges."
Leadership is a Learning Curve
It has been a learning curve for Bergvin when delivering his
leadership skills at ECOTN. "Knowing what you can and
cannot delegate has been a learning experience,"
emphasizes Bergvin. "We have two specific categories of
managers at ECOTN, Operational and Regional Managers.
The Operational Managers are heads of specific
departments in the company: Billing, Technicians,
Opticians, Human Resources, and Scheduling. Daily issues
are handled by our Operations Director."
But we o en run on the mindset,
(No pressure. No diamonds –
Thomas Carlyle). Challenges are
o en met head on and seen as
opportuni es for growth. You can't
be where we are, without having a
successful track record of
overcoming challenges.

"Our Regional Managers cover offices/regions in the
company. I meet with them twice per month (once
individually and second on a conference call). There are
varying degrees of experience on the call, and they each
learn from each other. It speeds up their education. It's
surprising how much can be resolved on a 30-minute call.
We often review industry articles and at least 2 books per
year (focusing on soft skills and change)."
Bergvin continues, "We also bring the groups together twice
a year for biannual meetings, where we discuss workplace
dynamics, customer service standards, current issues,
metrics/goals, and our standards in patient care."
"I constantly communicate the company's vision, direction,
and goals for each office and how we can get there. It is
easy to make an office very metric based, but at the end of
the day, we are dealing with real people, both patients and
staff. It gives people the tools to succeed and then getting
out of their way. Managers are in the daily grind and see
firsthand how the staff interact with patients. If I can put
them in areas to succeed and grow, they will do the same
for their teams. When they win, the company wins. It's very
much a family atmosphere."
Bergvin concludes by appreciating the CEO saying, "I also
have a great mentor in our CEO, who gives me plenty of
latitude to operate and is always available when issues need
further discussion."
Words of Wisdom
To the budding enthusiasts who desire to venture into the
healthcare sector, Bergvin suggests, "It is one of the most
rewarding and challenging industries out there. You must be
able to work behind the scenes and let others be in the
spotlight. It's more important that a job gets done than who
takes the credit. Find a mentor if you can, and someday, be
a mentor for someone else."

COOs
Lead Organizations
Through
Transformation
Navigating Change
How
16 | June 2023 www.insightscare.com

hange is the only constant in the world of
Cbusiness. Organizations must transform to stay
relevant in an era where technological
advancements and market dynamics are evolving
unprecedentedly. In this ever-shifting landscape, Chief
Operating Officers (COOs) play a pivotal role in
transforming organizations.
COOs are the unsung heroes of the corporate world,
steering companies through the tumultuous waters of
change. Their role is multifaceted, requiring a delicate
balance of strategic vision, operational acumen, and
leadership expertise.
Let's explore how COOs effectively navigate change,
driving organizational transformation while ensuring
stability and growth.
Strategic Vision
One of the primary responsibilities of a COO is to develop
and execute the organization's strategy. During times of
transformation, a clear strategic vision becomes even more
critical. COOs must analyze market trends, assess the
competitive landscape, and identify growth opportunities.
Understanding the broader context allows them to make
informed decisions that drive the organization forward.
A strategic vision provides a roadmap for the
transformation journey. It outlines the goals, milestones,
and key performance indicators that indicate progress.
COOs work closely with other C-suite executives to align
the transformation strategy with the overall business
objectives, ensuring that every effort propels the
organization toward its desired future.

Operational Acumen
COOs are responsible for the day-to-day operations of the
organization. During transformation, operational efficiency
is paramount. COOs streamline processes, eliminate
redundancies, and implement best practices to optimize the
use of resources. They leverage technology to automate
routine tasks, enabling employees to focus on value-added
activities.
Moreover, COOs assess the organization's capabilities and
identify areas for improvement. This could involve
restructuring teams, enhancing employee skills through
training programs, or forging strategic partnerships to
access specialized expertise. By addressing operational
inefficiencies, COOs create a strong foundation upon which
the organization can successfully navigate change.
Leadership Expertise
Leading through transformation requires exceptional
leadership skills. COOs inspire and motivate employees,
instilling a sense of purpose and direction. They
communicate the vision for change clearly and
transparently, fostering a culture of openness and trust.
Strong leadership gives employees the confidence to
embrace change rather than fear it in times of uncertainty.
COOs also foster collaboration and teamwork within the
organization. They break down silos, encouraging
departments to work cohesively toward common goals. By
promoting a collaborative environment, COOs enhance
creativity and innovation, driving the development of
groundbreaking solutions to propel the organization ahead
of the competition.
Ensuring Stability and Growth
While transformation is essential for staying competitive,
COOs must ensure that it does not compromise the
organization's stability. They carefully balance the need for
change with preserving core values and principles that
define the company's identity. COOs implement risk
management strategies to mitigate potential disruptions,
safeguarding the organization against unforeseen
challenges.
Additionally, COOs focus on sustainable growth. They
diversify revenue streams, explore new markets, and invest
in research and development to innovate products and
services. By combining stability with a strategic approach
to growth, COOs lay the groundwork for long-term success,
ensuring that the organization survives and thrives in the
face of change.
Change Management Expertise
COOs excel in change management, a critical skill during
organizational transformation. They understand that change,
especially significant transformations, can be met with
resistance from employees. COOs implement change
management strategies that prioritize communication and
employee engagement. They create forums for open
dialogue, allowing employees to voice concerns and
provide feedback. By involving employees in the
transformation process, COOs foster a sense of ownership
and commitment among the workforce.
Additionally, COOs establish clear change objectives and
milestones, breaking down the transformation into
manageable phases. They monitor progress, making
necessary adjustments to the strategy based on real-time
data and feedback. Through their expertise in change
management, COOs ensure that the entire organization
moves forward together, embracing change as a collective
effort.
Conclusion
In the complex and ever-changing business landscape, the
role of COOs in leading organizations through
transformation cannot be overstated. Their strategic vision,
operational expertise, leadership acumen, change
management skills, and tech-savvy approach collectively
enable them to guide organizations successfully amidst
change. By fostering innovation, nurturing a collaborative
environment, and ensuring stability, COOs become the
driving force behind the organization's evolution.
As organizations continue to face unprecedented challenges
and opportunities, the presence of a capable and visionary
COO is indispensable. Their ability to navigate change,
inspire employees, and harness the power of technology
propels the organization toward a future characterized by
growth, resilience, and sustained success. In the hands of a
skilled COO, transformation becomes not merely a
necessity but a transformative journey that propels the
organization to new heights, ensuring its enduring relevance
in the ever-evolving global market.
- Pooja Shah

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Dr. Nathan Cope
Otsuka Pharmaceutical
Europe Ltd.
Our operations are
only successful because
of the people who
manage them. They
are our greatest asset.
After all, people do
business with people,
and it is people who
have creative ideas.

Dr. Nathan Cope
Driving Innovation by Placing People
at the Heart of Business
n the ever-evolving landscape of business, one
Ifundamental principle remains constant: ‘People are
the true assets of any organization.’ This belief forms
the cornerstone for Dr. Nathan Cope, the Chief Operating
Officer of a pharmaceutical company, Otsuka
Pharmaceutical Europe Ltd.
Nathan stands out as a visionary leader who recognizes the
significance of placing people at the heart of the business.
He has learned that an organization’s greatest strength lies
in the talent, expertise, and dedication of its people. By
embracing this philosophy, he has helped contribute to an
environment of trust, collaboration and innovation.
Let’s learn about Nathan’s unwavering commitment to
people and the value it has generated behind Otsuka’s
success!
Kindly tell us about the source of your inspiration. What
led you to venture into healthcare?
I’ve always valued science and the benefits that it brings.
From a young age, I wanted to help people with their health
and was fascinated by biology and chemistry – seeking to
understand how the body works, how it could go wrong and
importantly how to fix it when it did.
I have seen firsthand the benefits of medical intervention
and the positive impact it can have on the lives of
individuals, whether through friends or my direct family.
Otsuka shares that mindset of helping individuals through
its mission, “Otsuka- people creating new products for
better health worldwide” to ensure people live long,
productive and worthwhile lives.
Brief us about yourself and shed some light on your
journey towards becoming a part of Otsuka
Pharmaceutical Europe Ltd.
My career has focused primarily on the science disciplines.
After an undergraduate degree in Pharmacology, I pursued a
research career via a Ph.D. at the University of Cambridge.
From there, I was introduced to the commercial side of
science.
It was followed by a career in management consulting,
where I worked for several of the top 5 global
pharmaceutical companies and the UK public healthcare
system. Otsuka was one of my clients for a 12-month
consulting assignment. This allowed me to understand the
culture and the people before joining.
I’ve held a variety of roles in Otsuka, from public affairs to
establishing a digital health business and acting as Chief of
Staff – all of which have enabled me to gain an
understanding of the way the business operates both within
Europe and globally and perhaps most importantly, a
greater understanding of our greatest asset – our people.
What are your core values within the company?
We have five organizational values interwoven through
everything we do. Integrity, Excellence, Collaboration,
Compassion, and Creativity. These values were created by
a diverse group of over 100 employees from across Europe
and we strive to embody these values for our patients, the
organizations we work with and each other.
Used in our recruitment process and our continuous
performance management to name just two examples, the
values act as a compass. However, they are more than just
words, they define the culture of our company. We are a
team of highly motivated, pragmatic, friendly, diverse, and
down-to-earth people who shun office politics and stay
focused on the work to be done – helping patients live their
lives.
What roles and operations do you play at Otsuka
Pharmaceutical Companies Europe daily?
Our operations are only successful because of the people
who manage them. They are our greatest asset. After all,
Most Influential COOs in The Healthcare Industry to Follow

people do business with people, and it is people who have
creative ideas.
What innovative projects do you have to ensure people
at your company can function at their best?
We have a variety of initiatives to ensure our people can
function at their best. For example, our strong hybrid and
flexible working practices, where employees’ preferences
predominate, highlight the trust that we have across our
organization and that's been reflected in our increased
productivity. Our wellness initiatives from health check
days, company summer retreats, volunteering days and a
genuine focus on mental health, assist in ensuring our
people can be the best together.
In addition, we are implementing an initiative across much
of our European workforce, “Dreamland.” Following a
successful pilot in our Spanish office, Dreamland is a
voluntary initiative that encourages healthy sleeping habits.
It involves colleagues using a smartwatch to track their
sleeping patterns and habits over seven months. Those who
improve their sleep quality and quantity by 15%, compared
to a baseline period, will be rewarded with a day of extra
annual leave. We believe that better sleep leads to improved
productivity, increased focus, and overall better health.
What are some of the challenges you face when
conducting operations and how do you turn them into
opportunities for growth?
Perhaps my experiences here are not unique – the
challenges commonly faced are those that are predicted
with a degree of certainty. After all, business planning and
strategic considerations are a part of the day job and serve
to identify these challenges. However, the infrequent or
unpredicted challenges are the ones that interest me.
In my experience, these challenges are only solved by
having a diverse team to test and seek feedback on the
proposed solution. At Otsuka, we consult widely internally

to assist in organizational problems, not only allowing the
business to grow but more importantly allowing individuals
to grow and develop.
What advice would you like to give to budding
entrepreneurs and enthusiasts who desire to venture
into the sector?
A desire to make a difference is paramount along with a
long-term mindset. My personal view is that businesses
should be sustainable and provide a benefit to society. More
tactically, having a service or product that is different from
your competitors offers a greater opportunity to provide
value and differentiate yourself, potentially creating a new
market, yet passion is paramount and a prerequisite.
How do you envision scaling your services and
operations in 2023 and beyond?
We are committed to enhancing a variety of operational
areas in the coming years, and one area I am particularly
excited about is Otsuka’s efforts in digital health
technology. Specifically, within Europe, we’re looking to
examine a new digital therapeutic with patients later this
year and explore how patients and healthcare professionals
could benefit from having access to a clinical trial-validated
intervention delivered via a smartphone.
The solution allows easy access to treatment at a time that
is convenient to the patient and has the potential to alleviate
pressure within resource-constrained health systems. The
rigor and clinical testing we have pursued are crucial,
ultimately ensuring the intervention is driven and rooted in
science, a core tenet shared by our partner in the project,
Click Therapeutics.

Marie-Hélène
Raigneau
Leading the Way in Drug
Development with a Visionary
Approach
Marie-Hélène Raigneau
Co-Chief Opera ng Oﬃcer
Altasciences

n the realm of drug development, effective leadership
Iis paramount to driving innovation, streamlining
processes and ultimately making a positive impact on
patient outcomes. One individual who exemplifies
exceptional leadership in this field is Marie-Hélène
Raigneau, Co-Chief Operating Officer at Altasciences, a
full-service CRO/CDMO with nine facilities across Canada
and the U.S., and an office in the UK.
With a keen eye for innovation and a commitment to
enhancing the drug development process, Raigneau joined
Altasciences driven by the potential to help create a
transformative organization. Recognizing the significance
of customer experience and service integration in
accelerating drug development, she saw a shared set of
values and approaches among the leaders at Altasciences,
which made it an ideal environment for her to make a
meaningful impact.
Collaborating closely with Altasciences' other Co-Chief
Operating Officer, Steve Mason, Raigneau ensures the
seamless coordination of scientific operations across
multiple early drug development phases. Together, they
guide Altasciences' scientific and operational teams to work
in harmony, providing clients with a cohesive outsourcing
experience.
In an interview with Insights Care, Raigneau expresses her
dedication to moving in unison and exemplifies the
organization's commitment to excellence and its impact on
improving the lives of patients worldwide.
Following are excerpts from the interview:
Shed some light on your journey towards becoming a
part of Altasciences.
I joined Altasciences in 2012 as Executive Director of
Business Development and Marketing at a time when we
were just starting to devise the long-term strategy for the
organization and transform it from a CRO focused mainly
on clinical research for generic drugs, to a full-service CRO
offering end-to-end early phase drug development
solutions, from discovery to clinical proof of concept, and
beyond.
I moved into the General Manager role for our Montréal
and Laval sites in 2015. And then in 2018, I became Vice
President of Research Support Services. I've assumed my
current role of Co-Chief Operating Officer since 2020 and
oversee our clinical, bioanalytical, research support
services, and contract manufacturing and development
teams.
I chose to join Altasciences because of the potential I saw in
creating a CRO/CDMO that could accelerate drug
development by focusing on customer experience and the
integration of services. There were several leaders at the
organization that shared the same values and approach to
the business as I did. I knew this would allow for a dynamic
environment where I could make an impact. Given where
we were when I joined (two sites in Canada and roughly
200 employees) and how far we've come (now nine sites in
Canada and the U.S., plus an office in the UK), it's clearly
been a winning strategy, and I am grateful to be leading a
team of skilled and passionate drug development experts,
and making an impact on the lives of patients worldwide.
What roles do you play at Altasciences daily?
I oversee all of Altasciences' clinical, bioanalytical, and
CDMO teams, the latter of which includes drug
formulation, development, and manufacturing capabilities. I
also oversee all the research support services that
Altasciences offers, such as data management, biostatistics,
project and program management, medical writing, and
regulatory affairs. That being said, a major part of my role
I chose to join Altasciences
because of the poten al I saw in
crea ng a CRO/CDMO that could
accelerate drug development by
focusing on customer experience
and the integra on of services.
There were several leaders at the
organiza on that shared the same
values and approach to the
business as I did. I knew this
would allow for a dynamic
environment where I could make
an impact.

is identifying pathways for further growth whether organic
or through acquisitions, and in turn, developing the
strategies to execute those growth plans.
Tell us about the variety of services and products that
you are part of, at Altasciences.
Given our end-to-end early drug development offering, my
team plays a key role in all that Altasciences has to offer. As
a team, we simplify and streamline solutions to provide an
integrated approach to CRO and CDMO services, from lead
candidate selection to clinical proof of concept, and beyond.
Altasciences combines bioanalytical assay development and
validation, preclinical safety evaluation, formulation
development, clinic-ready manufacturing, on-demand
clinical pharmacy, and clinical testing to proof of concept.
Altasciences
is an
integrated,
full-service
drug
development
solu on
company for
early-phase
research.
In what way do you consider technological advances to
be a pathway in conducting your operations?
One of the technological advances at Altasciences that has
made a significant impact on our ability to accelerate drug
development is comprised of two pieces: Ask Albert and a
centralized scheduling system. Ask Albert is a proprietary
communication tool we built to facilitate efficient, timely,
information transfer between internal teams at Altasciences,
no matter the research phase, location, or department. As a
client's molecule advances from one milestone to the next,
their information moves as well, thereby eliminating the
need to repeat themselves which naturally reduces the
chances of communication errors.
Our exclusive centralized scheduling systems allow for all
Altasciences' projects—again, regardless of phase or

location—to be scheduled using a single software.
This gives anyone at Altasciences, and more
importantly, our project and program managers, full
visibility, allowing them to actively manage client
timelines and when the unexpected happens, find
ways to optimize delivery through parallel
scheduling.
What endeavors are you currently pursuing to
improve service measures at Altasciences?
We like to stay ahead of the game. As a result, we
always have many process improvement projects in the
works, as well as software implementations and
automation initiatives across Altasciences. We want to
continuously enhance the quality of our outputs to
accelerate timelines or simply improve the experience from
both an employee and client perspective.
We feel that the future growth for Altasciences can be
enhanced by connecting with our clients earlier in the
development cycle, before regulatory studies, to partner
with them throughout their early development.
In our industry, there is no shortage of challenges, but they
certainly provide valuable opportunities for differentiation.
Focusing on finding innovative solutions to challenges is
how we've built Altasciences, as well as our client base.
Our guiding mission is safely getting therapies to the people
who need them, faster. For us, that means finding ways to
conduct very complex work while providing the highest
quality outputs and doing it safely and in the shortest time
possible. With that in mind, on any given day across our
organization, we are looking at different ways to automate
our operations or innovate how we design studies to
mitigate risks, accelerate schedules, and reduce handoffs for
our clients.
Over the last five years, Altasciences has continued to
increase capacity and expand our comprehensive service
offering through both acquisitions and organic growth. Our
growth is based on client feedback; what they wanted and
needed from us.
From 2020 to 2022, we added four locations: a CDMO
facility in Philadelphia, a third clinical unit in Los Angeles,
and two more preclinical facilities in Scranton and
Columbia. We also expanded many of our facilities, which
will continue to happen as we grow. My team and I are
always looking for ways to further increase our capacity
and services. We pride ourselves on offering multiple points
of entry with complete flexibility, according to where our
clients are in their drug development program.
As for the future, we will continue to deepen our
partnerships with clients. By which I mean, offering more
services and accelerating more end-to-end programs. This is
where clients can experience the greatest benefits of
partnering with a single CRO/CDMO like Altasciences.
Since 2014, Altasciences has been
recognized by CRO Leadership Awards in
mul ple categories. Most recently, they
were recognized as a 2023 CRO
Leadership Award Champion in the
Capabili es category, as voted by clients
in ISR's annual CRO Quality Benchmarking
survey. Champions are determined by
scoring one standard devia on or more
above the weighted average, thereby
exceeding customer expecta ons.

The
COOs'Influence
Healthcare
Service Delivery
Driving
Patient
Experience
on

n healthcare, where empathy meets cutting-edge
Itechnology, the Chief Operating Officer (COO) plays a
pivotal role in shaping the patient experience.
Healthcare service delivery is not just about medical
expertise but compassion, efficiency, and seamless
processes.
Let's delve into the profound influence of COOs on
healthcare service delivery, focusing on how they drive
patient experience to new heights.
Strategic Hospital Operations
COOs in healthcare institutions are architects of efficiency.
They meticulously plan and execute strategies that optimize
hospital operations. From resource allocation to workflow
management, COOs ensure that every aspect of the hospital
functions cohesively. By streamlining administrative
processes, they free up healthcare professionals to
concentrate on what matters most: patient care. This
strategic approach results in reduced waiting times, faster
diagnoses, and overall enhanced patient satisfaction.
Quality Care Assurance
COOs are staunch advocates for quality care. They
implement stringent protocols and standards to uphold the
highest patient safety and satisfaction levels. Through their
leadership, hospitals adopt best practices, adhere to industry
regulations, and invest in continuous staff training. This
dedication to quality care assurance builds trust among
patients, knowing they are in capable and caring hands.
Harnessing Technology for Enhanced Services
In the digital age, COOs harness technology to
revolutionize healthcare service delivery. From electronic
health records (EHR) systems that enable seamless
information sharing to telemedicine platforms that bring
consultations to the patient's doorstep, COOs leverage tech
solutions to make healthcare more accessible and efficient.
This integration of technology not only enhances
convenience but also facilitates faster and more accurate
diagnoses and treatments.
Patient-centric Approach
COOs champion a patient-centric approach in healthcare
institutions. They instill a culture of empathy and respect
among staff, emphasizing the importance of active listening
and personalized care. COOs encourage healthcare

providers to engage with patients on a human level,
understanding their fears and concerns. By fostering a
compassionate environment, COOs ensure that every
patient feels valued and supported throughout their
healthcare journey.
Efficient Resource Management
COOs are masters of resource management. They optimize
staffing levels, ensuring enough skilled professionals to
provide quality care without overburdening the staff.
Through data analysis and predictive modeling, COOs
anticipate patient influx, enabling the hospital to be
adequately prepared for various scenarios. This efficient
resource management translates into shorter waiting times,
quicker emergency responses, and a smoother patient
experience.
Continuous Improvement Initiatives
COOs drive a culture of continuous improvement in
healthcare organizations. Through feedback mechanisms
and performance analytics, they identify areas for
enhancement. Whether it's refining processes in the
emergency department for faster triage or implementing
patient feedback systems to address concerns, COOs are
instrumental in driving initiatives that elevate the overall
patient experience. By embracing a mindset of perpetual
enhancement, healthcare institutions evolve to meet the
ever-changing needs of their patients.
Promoting Collaborative Care
COOs play a vital role in fostering collaborative care within
healthcare institutions. They encourage interdisciplinary
teamwork, ensuring doctors, nurses, specialists, and support
staff work cohesively. By promoting effective
communication and collaboration, COOs enhance the
coordination of patient care. This collaborative approach
results in holistic and integrated treatments, considering all
aspects of a patient's health. Patients benefit from a
seamless healthcare experience where every healthcare
professional is well-informed, leading to comprehensive
and personalized treatments tailored to their needs.
Community Engagement and Outreach
COOs are instrumental in community engagement and
outreach programs. They initiate health awareness
campaigns, workshops, and screenings to educate the
community about preventive healthcare measures. By
organizing health fairs and outreach initiatives, COOs
ensure that healthcare services are not confined within the
hospital walls but are extended to the community. These
efforts promote health and wellness and establish a strong
bond between the healthcare institution and the community
it serves. Such community engagement initiatives not only
enhance the reputation of the healthcare institution but also
create a sense of trust and belonging among community
members, encouraging them to seek healthcare services
when needed.
In conclusion, the influence of COOs in healthcare service
delivery is multifaceted and impactful. Their strategic
acumen, emphasis on quality care, technological
integration, patient-centric approach, efficient resource
management, commitment to continuous improvement,
promotion of collaborative care, and community
engagement efforts collectively create a healthcare
environment where patients receive not just medical
treatment, but compassionate, personalized, and
comprehensive care. Under the guidance of dedicated
COOs, healthcare institutions become beacons of health,
wellness, and community support, shaping a future where
the patient experience is at the heart of every healthcare
endeavor.
- Pooja Shah

Steve Mason
Making an Impact with Altasciences
n the contemporary age, the progression of drug
Idevelopment hovers on the edge of profound and
revolutionary changes. This forward movement is
fueled by state-of-the-art technologies, pioneering
investigations, and inventive approaches. The ever-
changing scenario has propelled the pharmaceutical sector
into an era of unparalleled possibilities and obstacles.
With the same fascination leaving an indelible mark, Steve
Mason, Co-Chief Operating Officer, has made big
advancements in drug development at Altasciences where
he and his team work to help clients make informed key
decisions for the early phases of drug development.
Altasciences' innovative vision is to deliver a seamless
outsourcing experience for biopharmaceutical and
biotechnology companies, from lead candidate selection to
clinical proof of concept, and beyond.
In this journey, we at Insights Care join Steve through an
interview to learn more about his career in the drug
development industry, why he joined Altasciences, and
what differentiates the company from other CROs and
CDMOs.
Below are the highlights of the interview:
Kindly tell us the source of inspiration. What led you to
venture into healthcare?
As a child, I needed to know how things worked. Naturally,
I developed a fascination with science, which grew as I
went through high school and eventually to higher
education, where I received a bachelor's degree in
Biological Sciences from The University of Salford, and
then a master's degree in Toxicology from RMIT
University. I became inspired by how chemistry and
biology came together in disciplines like pharmacology and
how diseases and conditions could be treated by
manipulating and modifying those processes. That's what
led me to begin my career in preclinical drug
development—my first stepping stone on this journey.
Brief us about yourself and shed some light on your
journey towards becoming a part of Altasciences.
I've been in the drug development industry for 28 years. I
began my career at Huntingdon Research Centre in the UK.
In late 1999, I met Chris Perkin (who you may better know
now as Altasciences' CEO) and moved to Montréal,
Canada, to join CTBR Bio-Research (now Charles River
Laboratories), where Chris was General Manager. Over the
next few years, I built the Safety Pharmacology Department
for them and was then given the opportunity to move to
China to establish the Charles River Shanghai facility,
which became the first nonclinical facility in China to be
certified as OECD GLP compliant. While in China, I moved
to WuXi AppTec in Suzhou as their Vice President of
Preclinical Services, before joining Altasciences in 2014.
I joined Altasciences right at the beginning of its evolution
into the full-service, integrated CRO/CDMO we know it as
today. At the time, Altasciences was still named Algorithme
Pharma and was a clinical contract research organization. I
spent three years as the General Manager of our clinical
unit in Kansas City. Then, in 2017, I had the opportunity to
lead our move into the preclinical research area. The idea of
joining a company with such an innovative, fresh vision for
drug development was exciting, as was the opportunity to
build the nonclinical business from scratch.
What roles and operations do you play at Altasciences
daily? How do they contribute to delivering the type of
service that clients need?
As Co-Chief Operating Officer at Altasciences, I oversee all
of our nonclinical solutions and four nonclinical facilities. I
also collaborate closely with our other Co-Chief Operating
Officer, Marie-Hélène Raigneau, who oversees our clinical,
bioanalytical, and CDMO teams, as well research support
services.

Steve Mason
Co-Chief Operating Officer
Altasciences
Having Co-COOs is intentional; it demonstrates the level of
integration we've achieved. With all scientific operations
reporting directly into myself and Marie-Hélène, we can
ensure that, from nonclinical to manufacturing, all services
and scientific teams are working in harmony to deliver a
seamless outsourcing experience for our clients.
The future of drug development
can be enhanced by connecting
with clients earlier in the
development cycle, with the
intention of partnering with them
throughout their early drug
development.

No two days in this role are the same. In fact, it's the
constant change and the challenge of dealing with
complexity that makes my job so interesting and rewarding.
I'm involved at the individual study- and site-level when
needed, but at a 10,000-foot-level set, and drive the overall
strategy for our nonclinical business, ensuring that we stay
focused and on track.
Tell us about the variety of services and products that
you are part of at Altasciences.
Like I mentioned, I oversee our nonclinical services at our
four preclinical sites where we conduct over 700 safety
studies a year: Seattle, WA; Sacramento, CA; Columbia,
MO; and Scranton, PA. Our preclinical solutions include a
full range of in vivo GLP and non-GLP studies in multiple
species to thoroughly assess the safety, and sometimes
efficacy of potential new therapeutics. Our experts ensure
that a client's nonclinical drug development program
provides the quality data they need for key decision-making
for the next phases. We serve a wide range of clients from
multiple sectors, such as pharmaceuticals, biologics,
vaccines, nucleic acid therapies, and animal health
products.
But that's not all we have to offer at Altasciences. As a full-
service CRO/CDMO, our nonclinical solutions can
seamlessly integrate with our clinical services, bioanalytical
services, and drug formulation, development, and
manufacturing, to help clients evaluate their therapeutic
candidates, advance lead compounds towards first-in-
human trials, and support ongoing clinical development. We
can also offer our clients additional research support to
complement their nonclinical drug development, such as
regulatory guidance, protocol development, project or
program management, analytical chemistry, toxicokinetic,
anatomic pathology, reporting, SEND, archiving—the list
goes on.
This is what's unique about Altasciences: we integrate these
services, enabling different phases and teams in early phase
drug development to work closely together, safely
accelerating drug development for clients and helping them
make earlier, more informed decisions about their
molecules. So, although I oversee specifically nonclinical
operations, there's a lot of overlap with the other services
and departments. We're all one team—one Altasciences.
Having a single partner for all early phase drug
development work, that can streamline the processes,
optimize a sponsor's drug development roadmap, and
improve their chances of success, is a major benefit—this is
Altasciences' Proactive Drug Development.
What specific R&D operations are you leading at
present? Why do you find those essential?
R&D by definition is what we do every day. Our role in
nonclinical is to assess the potential safety of candidate
drugs and biologics before they are given to humans in the
clinical trials we conduct, as well as during those clinical
trials as the scope of their use changes and they are given to
patients. We can all agree that getting this part right is
essential for human safety and to ensure the development of
new medicines for all.
In what way do you consider technological advances to
be a pathway in conducting your operations?
Altasciences is always up to date with the latest software,
equipment and technologies to enable our team to deliver
data to our clients as accurately and timely as possible to
help them make the right decisions faster. And when we
can't find a system that meets our needs, we create one! One
of the biggest technological advances at Altasciences that
has truly made a difference is comprised of two pieces: Ask
Albert and a centralized scheduling system (COMPASS).
Ask Albert is a proprietary communication tool we built to
facilitate efficient, timely, information transfer between
internal teams at Altasciences, no matter the research phase,
location, or department. As a client's molecule advances
from one milestone to the next, their information moves as
well, therefore eliminating the need to repeat themselves
which naturally reduces the chances of communication
errors. Our exclusive centralized scheduling systems allows
for all Altasciences' projects—again, regardless of phase or
location—to be scheduled using a single software. This

gives anyone at Altasciences, and more importantly, our
project and program managers, full visibility, allowing them
to actively manage client timelines and when the
unexpected happens, find ways to optimize delivery through
parallel scheduling. Both Ask Albert and COMPASS help
our teams move in unison, providing a seamless
outsourcing experience for our clients and ensuring we can
react quickly and effectively in progressing our clients' new
drugs.
What endeavours are you currently pursuing to
improve service measures at Altasciences?
We are currently implementing an ERP software, which
will not only help with integrating our all our sites, but also
further standardize our client touchpoints and position
ourselves for future growth. We have also been
transitioning one of our most recent nonclinical acquisitions
to specialized late discovery and PK, with a focus on gene
therapy, antibody, and cell-based therapies to add to our
biologics capabilities. We feel that future growth for
Altasciences, and drug development in general, can be
enhanced by connecting with our clients earlier in the
development cycle, prior to regulatory studies, with the
intention of partnering with them throughout their early
development.
Some of our recent and specific challenges have been
around incorporating different acquisitions into
Altasciences, and scaling those with the overall growth of
the company. By deploying standard software platforms
across the organization, such as Provantis for nonclinical
data collection, we've been able to accelerate that
integration and ensure the backbone of the research we do
at each site is set up and performed in the same way. This
also provides us with growth opportunity since the single,
common platform has automated a lot of previously manual
tasks, and freed up significant bandwidth to take on more
projects and more complex studies, which some sites just
wouldn't have been able to complete.
What advice would you like to give to budding
entrepreneurs and enthusiasts who desire to venture
into the sector?
Get as much experience as you can working in different
roles in CROs. The more you can see of the end-to-end
nature of the business, the better you will be positioned.
And don't underestimate the rigor of performing work to
GLP standards. The U.S. FDA website is full of cautionary
tales of organizations that weren't prepared for the detail
needed to be compliant with GLP—it's a great learning
resource.
Over the last five years, Altasciences has continued to
increase capacity and expand our comprehensive service
offering through both acquisitions and organic growth. Our
growth is based on client feedback; what they wanted and
needed from us. From 2020 to 2022, we added four
locations: a CDMO facility in Philadelphia, a third clinical
unit in Los Angeles (to complement our Kansas City and
Montréal clinical pharmacology units), and two more
preclinical facilities in Scranton and Columbia. We also
expanded many of our facilities, which is continuing as we
grow. We are always looking for ways to continue to
increase our capacity and services.
We pride ourselves on offering multiple points of entry with
complete flexibility, according to where our clients are in
their drug development program. As for the future, we will
continue to grow our relationships with clients. By which I
mean, partnering with them for more services and even
more end-to-end programs. This is where clients can
experience the greatest benefits of partnering with a single
CRO/CDMO like Altasciences. We will also continue to
grow our footprint in Europe, after having opened an office
in the UK in 2022.
This year has been, and will continue to be, a challenging
year for some of our clients, and for many industries. We
will help our clients through it, ensuring that we still work
closely with them to get better drugs to market. People are
depending on us and the therapies we help develop.

Most Influential COOs in The Healthcare Industry to Follow.pdf

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