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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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W2O won one of my favorite awards in marketing and communications a couple of weeks ago: the Holmes In2 Sabre Award for Best Marketing Technology. What I love about this award is that it recognizes achievement in scaling great work, rather than recognizing a one-off campaign. It’s our second Best Marketing Technology win in as many years.

I’ve always suspected that campaign-based awards, which are so prominent in our industry, perpetuate the ubiquitous hero-culture at agencies. While this is a bit of an oversimplification, I’m sure all of you agency veterans know the story: A rock-star creative director, strategist, analytics pro, or similar, creates a one-of-a-kind project for a client, something so complicated, cool and amazing, it’s impossible to imagine anyone else doing it. The resulting campaign is unequaled. The individual(s) who created the campaign are indispensable.

I absolutely don’t mean to be a downer about rock-stars and amazing campaigns. But it is more important to recognize the creative individuals that go one step further and make their talents or ideas scalable, allowing far more people to execute like they do. Those are the people that make agencies great and, ultimately, allows us to deliver better services to our clients.

David Chang, the guy behind the Momofuku restaurant group and creator of, hands-down, the best business-related podcast in 2018, provides a good analogy in the restaurant industry:

“You want to make dishes that people can execute. My biggest pet peeve is when I see someone I’ve promoted to be a chef or sous chef and they put something on the menu and it’s delicious and it’s super [effing] cool, but only they can execute it. What’s the point? [The Chef’s] job is to make everyone as successful as possible. Why would you want to set up [your cooks] for failure by making a dish that they can’t do?”

It’s obviously a different business model. But the gist of what David’s saying is the foundation of our analytics practice at W2O: high quality and repeatable products that can be executed by as many people here as possible.

To that end, I’m very proud that we won the In2 Best Marketing Technology award again this year. We won for a product called Magic-8 Ball that uses organic search data to understand audience’s mental maps of various topics, the language they use to describe those topics, and how we can target them across a range of digital PESO activations.

The approach was conceived by W2O’s search lead, Alan Garcia several years ago. It was something, initially, he was doing manually. Then he wrote some Python code to capture the process and automate some of the more monotonous features of the analysis. With help from some of our software development team, it now has an appealing and easy-to-use UI and most (if not all) of our analysts use it regularly. It’s a great example of a creatively-minded analytics chef taking something that would otherwise be too complicated for anyone else to execute, and making it accessible to everyone. Alan’s also a big foodie, so I think he might have been inspired by David Chang’s podcast. Just a guess.

There’s obviously a place for recognizing amazing work and providing a platform for others to see these case studies and congratulate a job well done. But hero (or campaign) worship is a toxic recipe for growth, for both an agencies’ client base as well as the career development of its staff. I hope everyone joins me in pushing our industry to create awards that recognize agencies that deliver high quality work, time-and-time again, because they’ve developed the right methods, tech and processes to make everyone at the agency/company successful.


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

Want to chat? Drop us a line.

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Last night, I addressed the San Francisco chapter of the Healthcare Business Women’s Association (HBA) on trends and insights related to diversity and inclusion coming out of the 37th Annual J.P. Morgan Healthcare Conference, which took place in the city earlier this month. This was especially meaningful to me as I recently was selected to sit on the HBA’s Global Board of Advisors. This is a huge honor as HBA is dedicated to improving gender parity to achieve meaningful progress for women in business and optimize the benefit to business.

As the founder and CEO of W2O, one of the things I’m most proud of is our dedication to gender parity at all levels of the firm. It is without a doubt the reason for our continued growth and success.

In sharing insights on JPM 2019 – the annual conference that brings more than 9,000 healthcare investors, media and business development teams together for five days – I based my observations on presentations made by more than 450 executives from the world’s leading drug and biotech companies, who set the tone and expectations for performance over the year to come.

I’ve been attending this conference for more than 20 years and have witnessed an incredible amount of change in the industry. This year, my three main takeaways were:

  • Companies are positive about business in 2019.
  • Pipelines are a priority.
  • Margin expansion and investment are strategic imperatives.

Having said that, I focused my remarks last night, not on financial forecasts and outcome predictions of failures and success, but on what makes a business successful from the inside out. Additionally, in partnership with my W2O colleague, Senior Director of Analytics, Meredith Owen, I talked about how to leverage W2O’s analytics capabilities to measure and model just how critical it is to have the right balanced workforce where everyone’s ideas are heard and people can reach their full potential regardless of gender, ethnicity or sexual orientation.

The W2O Healthcare Relevance Index is an annual report that looks at approximately 60 Fortune 500 companies in the healthcare industry and applies a proprietary analytics model to determine the relevance of organizations on the topic of diversity and inclusion. In this age of social and digital, Relevance is the new Reputation. If your organization is relevant, it’s engaging with key stakeholders on terms that are mutually beneficial. The outcome impacts sales, profitability, recruitment, retention, innovation, leadership and valuation.

The 2019 W2O Healthcare Relevance Index includes the following topline findings:

  • Healthcare organizations are not making the progress necessary in diversity and inclusion as demanded by key stakeholders.
  • Diversity and inclusion must be a CEO mandate. (My experience alone reinforces that notion.)
  • Employees are moving the dialogue to diversity and inclusion and signaling its importance to their productivity.
  • Innovation remains an elusive elixir as we heard at JPM 2019. Yet, a remedy is about adding new and different voices to ideation.
  • Diversity and inclusion is not a communications problem but an organizational issue that must be addressed at the C-Suite level. Commitment to change is key

As I shared with HBA, my mother shaped my thinking with regard to diversity and inclusion at a very young age. She was the CEO of a business and was very successful breaking all kinds of barriers at the time and instilling in me a belief in a better approach and system based on the human spirit and ideal. It’s how I ultimately built my firm and why dialogue, discussion and debate rule, and why multiple voices are respected and heard.

As we look at the healthcare industry in 2019, one could argue that things are moving in the right direction regarding diversity and inclusion. But, there needs to be a sense of urgency. A commitment that accelerates improvement.

To that end, all of us must voice our opinions and challenge the industry to do better. Our collective futures depend on it!

Jim


If you’re interested in learning about W2O, go to our About or healthcare page. 

Want to chat? Drop us a line.

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Large Agency 

W2O

Location: San Francisco

W2O received the highest marks in this category for general workplace and employment considerations. The firm provides weekly learning opportunities and invests in training and development for staffers. Leadership at the firm is transparent with communications, openly sharing information with employees.

For new staffers, the agency serves as a welcome and warm environment. Each person at the firm has a mentor and can meet with them each week to share their feelings and question. Team directors and managers also meet with their employees biweekly.

“Viewing their organization as collaborative, fast-paced, and fun, W2O employees are also pleased with the ability of women to advance,” noted one judge.

The agency boasts an impressive benefits package. A newer part of that is the Your Fourth Trimester program, implemented in 2017. The program provides employees with a career coach as they become working parents. Those who have participated in the program said it helped them smoothly and successfully transition into the working parent role.

“Having a coach when I returned from maternity leave was a game changer,” noted one employee. “It solidified how much my company supports working moms.”

Additionally, the agency supports outside-of-the-office team building events, including participation in a weekly kickball league, and regular team happy hours. “People love to hang out together and participate in team sports, volunteerism, company events, and more,” said one staffer.

This post was originally published via PRWeek.


If you’re interested in learning about W2O, go to our About.

We’re hiring! Check out open positions.

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