In business, there’s often a tendency to celebrate the close – the acquisition announcement, the successful negotiation. But in healthcare, that moment should never be mistaken for the finish line. The real test of leadership begins after the deal is done.
I don’t view acquisitions simply as transactions. They are commitments: to patients, to scientific ideas, to talented teams, and to the communities that too often have been overlooked. In my experience, the real journey begins after the deal close and I use these principles as my guide:
- How we execute on a deal is what creates true value
- Our people and culture determine whether that value is realized
- The ultimate goal is always better outcomes for the patients
Too often, we celebrate the deal itself and move on, but what matters more is what you’re prepared to do once the ink is dry. Here is what I mean:
Value is only created through execution
In my experience, acquisitions only create impact if organizations successfully support, integrate and scale what they acquire. It’s not enough to obtain something – thoughtful decisions are required to preserve innovation so that we can deliver for patients.
Early in my career, I witnessed how excluding the end user from strategic decisions can quickly lead to missteps that undermine execution. However, taking calculated and educated risks is part of what we do. There’s a saying: “You’re never going to score a goal if you don’t take the shot.” That same logic applies to organizational evolution.
The success of any acquisition depends on the people behind it
Starting with the patient’s need is a must. For anything to be successful, you need teams that are aligned on the shared mission. That starts with building a culture that fosters connection, purpose and sustained momentum. Doing this invites in natural curiosity, speed and performance from the full team. When people feel encouraged and supported, they can focus their attention on what matters most.
I learned this early on in my career in healthcare. Brought in by peers who I admired and respected, they had visions of building a company that was focused on patient outcomes, not bureaucracy. That was an alarm bell moment for me in the best way. Moving fast, together, to create impact. That is what healthcare is all about. It’s not just about adding products to a portfolio; it’s about adapting mindsets to serve and provide access for patients.
I’ve taken that same approach as a leader at Collegium. No matter your title or remit, everyone is here to work together, listen and move toward a shared goal. I’m a firm believer in leading by example – don’t ask someone to do something you wouldn’t do yourself. Watching both my mother and father from a young age, I learned that a true leader drives impact in a way that demands respect.
I like to think of this culture building through a metaphor: we are all onboard the same ship, moving in the same direction. That means that culture is there and foundational to both successes and pressing forward and trying again when things don’t go as planned.
Growth matters most when it’s centered on patient needs
Integration of teams post-deal is important, but it means little if you don’t continue to push forward innovative care, especially for patients who have been previously overlooked.
Our focus at Collegium, in every deal, is to invest and expand in a category that focuses on patients who have been historically underserved. This means listening and ensuring access to the differentiated care they need. From responsible pain management to supporting those living with ADHD, our proven model for value-creating acquisitions and integration is grounded in a clear view of not only where unmet need is currently greatest, but also where the next opportunities lie.
A focus on our ultimate outcome
At Collegium, we don’t measure the success of a deal at signing. It’s measured in the moments that come after, when patients have access to the care they need, in teams that grew together in the work and the science that was provided room to reach its potential.
Our ambitions are bold, and the smartest deals that we can cultivate will always be centered on who we are ultimately serving.