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As LGBTQ pride celebrations in the U.S. reach a crescendo this month, I’ve been reflecting on my life as a gay man—and the fact that this summer marks 20 years since I embarked on a then-unlikely career in healthcare communications. These two strands of my life are absolutely connected: in fact, being out led me to my career path, a journey that I find more exciting than ever.

I came out after arriving for college at the University of Texas from my small hometown in East Texas. In the tolerant environment of Austin, I was able to be unreservedly honest about who I was for the first time.

While attending UT, one of my seminal experiences was working as an intern at an organization now called Equality Texas, where I cut my teeth writing press releases and crafting media strategies for both mainstream media outlets and gay community publications.

Shortly thereafter, I began pursuing entry-level positions at PR agencies in New York. I wasn’t particularly interested in healthcare communications, but while interviewing with a leading agency’s healthcare practice, I was intrigued by the opportunity to work on a client account focused on HIV treatments. And the people with whom I interviewed saw my experience working with the gay press as an asset. They made me an offer, which I didn’t hesitate to accept, and I moved to New York.

I settled in to the job and immediately felt in my element. I was thrilled to support the work of scientists and physicians and by the feeling that we were participating in social conversations that really mattered.

I continue to believe that the advances in HIV treatment demonstrate the best of what is possible when the biopharmaceutical industry focuses on big problems and innovates relentlessly. However, because we’ve been living in a golden era of HIV treatment for over two decades, it’s easy to take such incredible medical progress for granted. But it’s only through the focused efforts of the biopharma industry—together with the trailblazing work of the pioneering HIV activists who created the modern paradigm for patient advocacy—that HIV-positive people now can expect a normal lifespan.

Since the day I started my first job in healthcare communications, I’ve always been open in a matter-of-fact way about my sexuality. I feel lucky that I’ve found a line of work in which I’ve never had to hide who I am, and in three important ways it has facilitated my success:

1) It’s helped me create more authentic connections with people. Business is built on relationships, but nowhere is that more true than in the communications field. When you can forge relationships with colleagues based on a depth of openness and respect, it creates a well of trust that can last the course of a career.

2) I’m able to view healthcare from a place of empathy for people who are vulnerable. Although society has made much social progress when it comes to recognition and rights for gay people, our community still suffers from marginalization and discrimination. As a gay man, I’m able to put myself in the shoes of people who find themselves on the outside looking in.

3) I understand how impactful the patient voice can be. With W2O’s collective work across a wide variety of disease states, I’ve had the opportunity to become invested in many areas beyond HIV/AIDS. I continue to most enjoy working in spaces in which the patient voice is strong and thinking about how to most effectively speak to, and engage patients in, their own care. I’ve helped introduce exciting and life-enabling medical innovations and worked directly with patients in numerous therapeutic categories, including cancer, multiple sclerosis, hepatitis C, and rare diseases—to name a few.

For me, being proud means having an integrated life in which I can be exactly who I am, always. I’m grateful that it’s led me on a career path of which I am similarly proud.

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Key Ways to Gain Advantage in Defeat

So, what can we take away from the Golden State Warriors losing the NBA Finals?  As a die-hard Warriors fan the answer at first was difficult. The immediate aftermath of any loss – sports, business, personal – is to focus on the negatives, including the emotional hurt.  Believe me I was literally spent after this series but in thinking about the loss and balancing the experience with leading W2O, there were a number of lessons that cannot be overlooked.  Lessons that shape character, harden self-confidence, and forge a strategic mindset.

The Warriors were headed for their dynasty-like run when a number of factors (aka injuries) conspired to derail their ambition.  Now, the Raptors certainly earned the title and my hat’s off to them, but for me it’s how the Warriors responded that captured the true essence of this team.  As I look back over the past two weeks, six clear take-aways surfaced that we can learn from and build upon in the course of work and our lives:

  1. Indistinguishable yet distinct – Even with the injuries to key players, the Warriors played in a manner that allowed them to operate seamlessly while maintaining individual uniqueness.  This dual operating model kept poise, stressed confidence, and maintained continuity.
  2. Support your colleagues – Through the difficult times, players backed each other up, motivated each other, and pushed each other to perform.
  3. Stick to your plan but improvise – When adversity strikes, winning cultures don’t stray from the strategy.  Rather, they stick to the plan but improvise accordingly to compensate and gain advantage.
  4. Respect the conditions – Instead of bemoaning the situation, the Warriors dealt with it.  And although the end result was not in their favor, they played with tenacity and dignity.
  5. No excuses – How easy it is to sometimes find reasons why you lost or that things didn’t go your way.  In typical style, the Warriors including the coaches remained professional, respectful, and courteous.
  6. Never give up – In sport and business, challenge is the name of the game. Regardless the odds you must always persevere and operate at the highest level. Watching the Warriors play as they did in this series was a thing of respect and awe.  They were literally in every game.

Losing is always difficult, gut-wrenching, and dark.  It can feel like the end with no return.  It should.  For champions, losing is a motivating force to work harder, think smarter, and perform stronger.

The odds are that you won’t win all the time. Impossible. Assimilating core tenets and lessons even in defeat will go a long way to forging a WINNING mindset and a sustainable soul for ultimate performance.

Here’s to next year, Golden State!

Jim

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June 2019 marks the 15th anniversary of the founding of Pure Communications and my first foray into entrepreneurship. It is amazing to think of all that has happened in that time period and how our partnership with W2O Group- nearly three years ago- dramatically accelerated our business and brought tangible value to our team and clients.

When I started Pure in the spare bedroom of our home with two children under the age of two, I had left an in-house job and culture that frustrated me but inspired in me the desire to return to agency life and build a firm that I would want to hire and that others would want to work for. With the full support of my husband, I took the leap and hung my shingle.

I am so grateful to the many people with whom I had worked in the first decade of my career – both at agencies and in larger pharma companies – because those women and men helped me build Pure; sending me referrals, hiring us when we were unknown and unproven, and believing in me before we had a full team. I am also incredibly grateful to the women and men who joined our team over time and helped us become a respected partner in biotech – many of whom are still with us or have returned in recent years given all we can now offer as part of W2O.

The experience of starting a business from scratch – this combination of entrepreneurship and resilience – the drive to build something great and be the best – this is what attracted me to W2O.  I saw in Jim Weiss the same fire and drive but with a willingness to take more risks and go further. I knew this was the right home for us to develop our people, grow and bring more value to clients through an expanded and integrated capabilities offering. I also knew it would be the right home for me to be challenged, evolve as a leader and continue to learn and enhance our team’s skills and capabilities.

So, here we are, embarking on our next chapter of growth with W2O and New Mountain Capital. I am as excited and motivated as I was 15 years ago starting my own firm and this new journey begins with a fearless team of leaders across W2O, the best talent at all levels in the healthcare marketing communications business, courageous clients changing patients’ lives and the substantial resources of New Mountain Capital backing our efforts. Jim likes to say we are a $200M start-up and you can feel that creative, dynamic energy here. In this next chapter we will further expand our capabilities and geographic reach, invest in data and insights, and partner more deeply with clients, as well as provide the opportunity for our team to learn, grow and accomplish great things with a lot of runway to innovate and build.

This is #whyW2O for me.

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Shedding Your Skin to Reach a New Reality 

The old adage about shedding your skin as you evolve is such an appropriate metaphor for people and organizations finding themselves in a place of learning, maturation, and growth.  In pondering the last several years at W2O Group – 15+ consecutive years of double-digit growth – I find myself seeing our staff continually do just that as they ascend new heights in both personal and collective performance.

At every rung, people become enlightened and more empowered to take chances and push ideas to reach a better outcomes for clients.

In some cases, this evolution appears organic.  People picking up the pace and navigating both internal and external challenges to drive forward to either meet or exceed goals.

But, the reality is much closer to people adopting a mix of variables under their control to create growth.  Together, these variables conspire to see what can be done.  In W2O’s case, what we witnessed (and continue to witness) is a highly motivated talent base intent to “Be the Best” and willing to leave behind old habits, broken methods, and myopic thinking.  In looking deeper at this concept of growth from a W2O perspective, you see a mixture of variables and discipline inherent in the effort.

In my experience, I’ve seen four characteristics (or variables) of growth worth exploring:

  1. Mindset – Or as we like to call it: Headset. How you think about achievement.  Delivering on client needs.  Recognizing new ways to solve problems.  Believing in the task at hand.  When people shift their thinking to creation the organization blocks out adversity and channels achievement.  In our case, we strive to “Be the Best” and the result is growth!
  2. Investment – If an organization is to grow, it must invest ahead of the curve.  That means in Talent. Acquisitions. Facilities. Development.  Growth feeds on itself and investment is the sustenance to keep it real.
  3. Clarity– Every company deals with adversity.  Every market segment is haunted by ambiguity. Clarity of purpose on strategy and direction is a beacon shining a light on confidence and regulating behavior.  In our firm, strategy and direction are reinforced almost daily.
  4. Consistency– This one is vital.  Now that doesn’t mean you don’t adjust as conditions dictate. Having a consistent strategy and game plan reinforced by policies and operating principles accelerate growth.

The outcomes often associated with growth are mostly tied to revenue, profit, and size.  But the benefits from sustainable growth transcend these outcomes:

  • Relevance – If you’re not relevant, you don’t exist in a social and digital world. More than reputation, relevance captures engagement and vitality with stakeholders, which is essential to growth.
  • Risk – Growth companies take more risk and generate more innovation due to the confidence of employees.
  • Stature – Growth provides a position of strength and position in your competitive set resulting in the ability to pivot when necessary.
  • Interest– If there is one critical benefit of growth it’s the level of curiosity and momentum that allows people to pay attention and care.

For us, growth is a commitment.  Each person is encouraged to create an individual 3-5 year growth plan that unlocks one’s inner entrepreneur and helps create repeatable systematic scale.

Over the past three years, W2O embarked on a strategic direction that gave new meaning to “Be the Best!  Taking on a new partner, Mountaingate Capital, we added talent, capabilities, developed our staff, opened offices and introduced new innovations, all aimed at making our clients and staff successful.  Our five-year goals were exceeded by year three.

And now, we have announced a new investment partner, New Mountain Capital.  New Mountain Capital has a strong history in healthcare investment and over $20 billion in assets under management. We are excited about our ability to take us to the next level of growth at a time when business and technology continue to change the game raising expectations and becoming even more complex.

As we move forward, we are very grateful to our Mountaingate colleagues and what we accomplished together and wish them the best!

As clients navigate today’s challenging, complex business climate, good work is not enough.  Having strong partners with critical skills, footprint, and strategic capabilities that mirror their needs at every turn is what achieves unfair competitive advantage.

In this regard, bolstering our financial resources and channeling investments to the areas that grow and strengthen the business is the difference between routine expectations and exceptional “unicorn” like service.

I recently asked the firm one question: Are You Ready to Grow?   This is an important leadership query as well as an essential individual motivation.  It defines the organization and each individual!  We can never settle for mediocrity.  Ever.  We must demand excellence in all we do and ensure quality consistently from idea  to execution.

“To Be the Best” means we must Ascend to greater heights!  It means we must be willing to Grow!  And deliver to our clients, and to each other!

Jim


If you’re interested in learning about W2O, check out our About and Healthcare pages.

Want to chat? Drop us a line.

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Headquartered in San Francisco, W2O has been front and center for nearly 20 years when it comes to communicating healthcare advances emanating from the Bay Area and beyond. And because great communication requires strong leaders, we were fortunate to add seasoned healthcare communications strategist Jen Shaughnessy to the W2O team as a Managing Director, working out of our San Francisco office.

In this blog interview, I’m excited to share insights into her background and approach to healthcare communications in the rapidly-evolving social/digital-first environment.

Side note: We are hiring at all levels on the West Coast! Join us in shaping the world of healthcare through marketing and communications – you’ll enjoy yourself while you do it.

Mike Nelson: How did you begin your career in healthcare communications?

Jen Shaughnessy: Early in my career, I had the opportunity to support a breast cancer medicine that was changing the way patients with this type of cancer were treated. It was when I saw how cutting-edge science could materially impact and improve the lives of people living with life-threatening diseases that I became hooked on this line of work. It became apparent to me that, by working in healthcare communications, I would – in some small way – be working for the greater good. I started my career in FleishmanHillard’s Healthcare Practice in New York, later transferring to the agency’s London office.

MN: What drew you to W2O?

JS: The people and opportunities at W2O. Having met the Leadership Team, I was impressed by how incredibly smart, accomplished, nimble and kind everyone was. I knew that W2O was a firm I wanted to be a part of. Given my dozen-plus years of experience in healthcare communications on the agency side, I was confident I could make a difference – especially on the West Coast, where so many of our biotech client partners are located. I was also eager to partner with the particularly strong earned and social media teams at W2O and leverage their expertise to make a real difference for our clients.

MN: What does a typical day in your life look like?

JS: My day starts early because I oversee teams on both the East and West Coasts. Every day is a bit different, but the common theme is connection – whether that’s building relationships with clients, connecting with colleagues across the W2O long hallway, or engaging with other important stakeholders on behalf of our clients. Another important part of my day-to-day job is making connections between news and trends and the influence or impact they may have on the work we do. Connecting these insights and understanding our clients’ business objectives helps shape our strategy or evolve our approach allowing timely, authentic and meaningful work.

MN: What gets you up in the morning? Personally? Professionally?

JS: I am inspired and driven by the scientific breakthroughs and medical advances our clients are making each day. It’s humbling to see true change in the outcomes and quality of life for people living with serious diseases.

I am particularly passionate about rare diseases and neuroscience. I have seen the community excitement and scientific amazement around new medicines for rare diseases that had no treatment in the century since they were first identified. Being part of communicating those milestones in healthcare and medicine is incredibly meaningful. Alternatively, I have experienced the heartbreak that comes with late-stage investigational medicines in areas such as Alzheimer’s disease that did not prove to work. The disappointment does not discourage me, however – these setbacks drive my curiosity and commitment to work with researchers and companies that do not shy away from weighty challenges. Setbacks are an inevitable part of scientific progress.

MN: Tell us one person in the industry you admire and why.

JS: I recently read “Procedure: Women Remaking Medicine,” which celebrates 10 women who are changing the face of healthcare. The book highlights women with a variety of backgrounds and experiences who took their individual circumstance and experience as a catalyst to materially impact how healthcare is approached and delivered. Each woman learned from her triumphs and obstacles and challenged herself to make a difference in the lives of others – sometimes behind the scenes and sometimes at the very front, paving the way for many to follow.

One particularly inspiring example is Dr. Rhea Seddon, who spent her professional and personal life being the “first” in areas where few women had come before. She was the first female surgery resident at the University of Tennessee, one of the first six women accepted by NASA, and a former astronaut who then utilized her experiences to help hospital systems run as a team more efficiently, with better outcomes and more fulfilled staff.

MN: What do you consider one of your greatest accomplishments in your career to date?

JS: I have been fortunate throughout my career to support a number of first-in-class medicines for extremely serious diseases that previously did not have approved treatments. I am most proud of my work in rare diseases, supporting the regulatory approval and launch of multiple breakthrough therapies – among them first-ever medicines for cystic fibrosis, spinal muscular atrophy and a number of rare hematologic cancers. Each of these was historic in its own way. The opportunity to work with the companies, scientists, advocates, patients and families in these communities around these important moments has been career-defining for me.

MN: What do you consider your biggest challenge? How did you address it?

JS: Finding a way to reconcile the things I want to do – professionally and personally – with the constraints of time. On a daily basis, there are so many opportunities, deadlines, meetings and demands to prioritize. It’s a virtuous cycle of learning, stumbling and relearning – how I focus and dedicate my time to colleagues, client partners, new friends (I’ve recently relocated from New York), family, professional organizations and my personal interests. Fortunately, each day is a new opportunity and a clean slate to try again – and the things that went undone one day will be waiting for me the next!

MN: Where do you see healthcare marketing/communications heading over the next five years?

JS: In the current environment we live in of immediacy, convenience and “custom everything,” I think this reality will increasingly permeate our work in healthcare over the coming years. From tailored gene therapies to individual interactions on social media, the way we engage with patients, caregivers and healthcare professionals will have to evolve and change. We’ll of course need to find the right balance of maintaining critical regulation and oversight to protect people, but we also will need to be more bespoke in how we approach and engage with all stakeholders. This expectation already exists to some degree, and where we’ve found challenges is in the disconnects. 

MN: If you could have dinner with one person living or dead, who would it be and why?

JS: George Washington. In reading his biography, I was most impressed that he did not want to be president of the United States but took on the position well into his elder years for the time – age 57 in 1789 – because he understood that the country needed him. He was tasked with navigating a course that was completely uncharted, while leading and unifying a group of people with very different backgrounds and beliefs. I admire his brand of self-subsumed leadership: he lived his life instilled with a sense of serving a purpose larger than himself. That has a lot of implications for my own personal and professional life, and I do my best to live by this philosophy every day.

# # #

Key Facts About Jen

  • Experience in New York, London and San Francisco working with biotech companies of varying sizes and stages of development – from startups to “big” biotech
  • Joined W2O from Edelman, where she completed an eight-year tenure and served as Senior Vice President and Biotech Group Head
  • Began her career at FleishmanHillard
  • Graduate of the University of San Diego

If you’re interested in learning about W2O, check out our About and Culture & Careers pages.

Want to chat? Drop us a line.

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Learning how to be successful in a public relations agency is not something that happens overnight, and it is very much a sink-or-swim experience when starting in the industry. There are a lot of books available that focus on public relations theory, but when I started in public relations there wasn’t anything to guide early to mid-level public relations professionals through the day-to-day life of working in an agency…until now.

“How to Succeed in a PR Agency: Real Talk to Grow Your Career & Become Indispensable” is a newly published book aiming to simplify and clarify agency life. The book’s authors, Shalon Roth and Kristin Johnson, have collectively worked in agencies for 25+ years and share secrets that no one will teach in a classroom or seminar. Chapters focus on topics such as staffing, budget basics, building a team and managing your career, and each chapter is punctuated with stories from leaders in the industry.

When Shalon and Kristin asked me to contribute to this book with insights about how I managed my career and became the media strategist I am today, I spent a lot of time thinking about my first ever media placement and as the youngest contributor to this book, it was important to me to share real stories about what it is like coming up in PR.

Growing in my career and finding my niche in healthcare media took time. I spent my first two agency jobs paying my dues (developing call agendas, taking notes, logistical planning, etc.). However, I kept raising my hand to work on media activities across my accounts which helped me to develop relationships with top health reporters and carve out a media specialty.

Today, almost 15 years later, I look back on the time I spent coming up in my career and I’m glad I always pushed to focus on what I was truly interested in. It’s important to remember that your career is long, and there will always be ups and downs but finding something you like to do is key.

To purchase this book, it can be found on Amazon. In addition, W2O’s Gary Grates endorsed this book as a must-read for PR professionals to help map out their individual path to success.

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Powered by the W2O Corporate Relevance Index

How can healthcare companies move the needle to achieve gender parity and the enhanced corporate performance that comes with it? How do we create real actionable change?

Each year at W2O, we conduct a study that examines how companies are maintaining or falling in relevance. If your organization is not considered relevant, sales, profitability, recruitment, retention, innovation, leadership and valuation will be affected. Because of the gender parity movement, and our belief that parity ultimately impacts a company’s bottom line, we took our Relevance Index a step further in 2019 by adding gender and diversity as a key measure of corporate reputation. In this inaugural report we address a number of key questions including:

  • How relevant were Fortune 500 healthcare companies on the topic of diversity in 2018 vs. 2017?
  • Did the nature of the language being used by companies and stakeholders changing year-over-year?
  • Were stakeholders searching for information on Fortune 500 healthcare companies’ diversity policies and positions?
  • What were the most diversity-relevant companies doing and saying?
  • What are their employees saying in reviews and advice to management as relates to diversity and inclusion?

To learn more, download the whitepaper below.





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It’s apropos that the hashtag for this year’s International Women’s Day is #BalanceForBetter. As a working mom and Chief People Officer at W2O, I know just how tricky it can be finding the balance between being a parent and an employee. Supporting this balance is one of the main reasons our CEO, Jim Weiss, and President, Jennifer Gottlieb, partnered with long-time business executive and single mom, Barbara Palmer, to pioneer our groundbreaking Fourth Trimester Program. This innovative program celebrates and supports working mothers and fathers as they return to work following the birth or adoption of their child.

Today, this program was featured in a Forbes article by MeiMei Fox. Titled 8 Tips For Returning Smoothly To Work After Having A Child, the feature story discusses the importance of companies providing the proper coaching and support mechanisms for moms returning to the workplace after maternity leave. The article not only covers why this is critical for mothers, but also explains how differentiating programs like ours can help companies better retain working mothers.

W2O’s Fourth Trimester program provides a personal coach who engages with the parent and their manager for three months after their return to the office to ensure the smoothest possible transition back to the workplace. W2O also offers paid time off for new parents to an extent that’s rare in our industry – up to 16 weeks of paid leave depending on tenure. To date, dozens of mothers and fathers at W2O have gone through the Fourth Trimester program and a couple of employees have even completed the program a second time.

Next week, I will be sitting down with our CMO, Aaron Strout, along with Jennifer Gottlieb and Jim Weiss, to record a podcast discussing the Fourth Trimester Program and other ways W2O can better support working parents. I hope you’ll tune in.

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Gulp. Heart palpitations. On your mark. Sweat beads run down the forehead. Is it prepping for a race? Kind of. It’s the race for talent.

The headlines are screaming that it’s the toughest market to hire in in a generation. However, according to the LinkedIn’s February 2019 workforce report it’s not just that it’s hard, it’s that we have a true misalignment of what skills people have, what is actually needed, and in what markets. Take Boston, there are a surfeit of people with negotiation, educational administration and procurement skills in the market and a dearth of oral communications, business management and leadership skills according to the report. Plus, with the challenges of bringing talent in on visas, it’s added to the specter of talent scarcity. And that’s only Boston. Multiply that by one hundred.

At times like these you need to be more thoughtful than ever on how to attract the very best (let alone retain great employees but we’ll save that discussion for another blog post).

Our business has been growing at a rapid pace and therefore so have our talent acquisition efforts. With the most challenging labor market in years, we need to be extra creative in tapping into amazing candidates to hire. I wanted to share some thoughts on what can work when you’re having trouble finding the people you need.

Check the Sofa Cushions for “Shiny Pennies”

We so often interview tremendous people who we reject for reasons that have little or nothing to do with them and their ability to be an impactful, valuable hire. For example, they’re too senior for the role, too junior, don’t have enough specialized experience in one area for that exact role, or there is no open role at the moment. Go back to your notes, who did you pass over for superficial reasons that made sense at the time? Follow up with the candidate. These shiny pennies are worth digging for.

Look for the Big Fish in a Small Pond Who Wants to be a Big Fish in a Big Pond

We often look to fill roles in New York or San Francisco and we search for people who are already in those markets to avoid relocation costs or a resistance to a move. However, some people in secondary markets like Houston, Phoenix, Miami, Minneapolis etc… are looking for their next big thing. Don’t forget to tap secondary markets heavily.

And They Told Their Friends and So On and So On…

When we check references we see those references as “someday” potential candidates for our firm. Are they happy where they are? Would they be interested in having a discussion at some point about what we offer?  Great people know other great people. This is a whole group of potential hires with the added imprimatur of being somewhat of a known quantity because others at your firm can vouch for them.

Treat Your Candidates Like You Treat Your Clients

More times than not our star candidates have a few competing offers they are considering at the same time as ours. What can break the tie, all else being equal…?  The interview experience itself. For example, is the online application easy to fill out? Do you get back to candidates in a reasonable time with usable feedback and any next steps in their interview process? Set expectations about how many rounds of interviews and what to expect from each round and stick to it. Go fast. It’s harder than it sounds but it sets firms apart from the competition when we do it right.

Longer Term Plays—Bottoms Up and Teach a Man to Fish Strategies

Unfortunately, and realistically there are not enough senior people in diverse roles available in our healthcare marketing space, particularly when it comes to creatives, strategists and analysts. We are taking a bottoms-up approach by recruiting diverse junior talent aggressively. Over time this will help seed the market with a more robust group of diverse, experienced talent to grow and promote up the ranks.

Sometimes you simply can’t find enough of the people you need to hire, no matter what you do. What to do? If you can’t find them, make them.  You can create the skilled people you need by heavily investing time and energy into the employees you know are “A” level but are missing certain key skills that can be taught. Patience is needed in this scenario, as well as, determining what skills are teachable vs. how people are wired. We can teach for example, how the FDA approvals process works or negotiation tactics. We cannot teach someone to be extraordinarily creative.  This “teach a man to fish” strategy takes years to pay off.  However, it may make sense as we enter a job market that is increasingly more about subject matter expertise in hard to find categories.

No Magic Bullets

Clearly a multi-pronged approach is in order since there truly is no magic bullet to answer all  recruiting needs. However, I would much rather it be like it is now with a “Rock’em-Sock’em”competition of employer vs. employer over excellent candidates than a job market that is sluggish and lackluster any day of the week. It forces employers to be at the top of their recruiting game and to invest in what’s important. That motivates our team and me to get out there and be the employer that everyone wants to say yes to.


If you’re interested in learning about W2O, check out our About and Culture & Careers pages.

Want to chat? Drop us a line.

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