Isabelle Parkinson’s Post

Three milestones at work this week: 1. Celebrated my three year anniversary with CSL Behring with my team at our North America Business Meeting in Tampa, Florida. 2. Was honored, alongside two of my close friends and peers with the "Leadership" award for our contributions to our team and company in delivering the highest level of patient focus. 3. I was advanced within our career ladder to Senior MSL. at CSL, (this is achieved by accomplishing KPI milestones, not just by years of tenure within the company or industry) Regarding the Leadership Award: It does not sound as flashy from a "Pharma Brag Book" nor is it as lucritive from a compensation perspective compared to a President's Club or Circle of Excellence...(not that I am complaining about winning COE last year). As I reflect on what this recognition means to me, I can't help but to return to the thought process that recognitions such as this Leadership Award, and The Collaboration Award I received at a prior company just hits differently. I feel that when we recognize values that lead to long term success within a team, as well as the more prestigious personal accolades mentioned earlier, you create a culture of support and a "team first" mentality while still motivating everyone to continue to grow and lean into challenges. And I acknowledge that by working in pharma, we should always strive to grab that "brass ring" that is proof of being a consistant top performer to assure job security as well as long term company goal obtainment. I also recognize that covid, the lockdown and work from home changed many team dynamics and in some cases, appears to have reduced the trust and cross functional understanding between various teams in a company. Perhaps more thought and resources could be allocated to recognize those on teams that achieve these interpersonal and collaborative recognitions as a way to reset the team dynamic within the current reality, in which we operate. I've heard the old saying, "Happy Wife Equals a Happy Life" and perhaps similarly, commercial success can be linked to the quality of the interpersonal relationships of our cross-functional teams in pharma. (Please excuse the gender/role specific language if your personal identification differs) I apologise for the "Deep Thoughts" from 35000 ft as I fly back to New Orleans. Maybe I should take a nap.

My longest adventure - an emotional ride and continuous development! Let's go back to March 11, 2019... That's when I started my amazing journey at Redcare Pharmacy (then Europa Shop Apotheke), having no idea that in five years I would be celebrating my anniversary here! Yes, it's been five years - my record tenure in one place! It's been an eventful five years - ups and downs, moments of joy and challenges. I have met hundreds of people, tying a different story to each of them. Who would have thought that an ordinary logistics worker picking orders would become a Troubleshooter, combining the ability to work with people and analytical thinking about processes? But that's not all! These five years are not just work - it's a time of intense development, self-discovery and shaping my own leadership style. Because in my case, the appetite grows as I eat - I have a lot of ambitious goals for the future! Where will I be in the next five years? I can't be sure - but I'll be relentlessly pursuing my dreams. How about you? How long have you worked in one place and what memories do you have from that period? #redcarepharmacy #anniversary #5years #development #leadership #goals #future.

When I joined Eyrene as the customer success officer, the company was already an established business. But it wasn’t always like that. Two founders started Eyrene in the mid 2010s, one was a tech whiz, the other - a man with vast business expertise. The guys were initially off to a bumpy start, but who isn’t, right? The first major customer – PepsiCo  – came in 2017 (still with us to this day - thank you guys). I personally mediated the whole thing, living up to my job title of customer success officer. The PepsiCo deal was followed by key partnerships with Henkel Polska, Henkel Iberica, BAT Malaysia, and some other big names. When the pandemic hit, Eyrene pretty much went into survival mode, focusing solely on the existing customers. But we weathered the storm. 2021 marked a turning point, when the market started to pick back up, and a strategic decision was made to go global. Since then Eyrene has captured a rather substantial share of the digital merchandising market. We are continuously looking for ways to expand our geography. What began as a team of 2, has evolved into a business with over 80 staff members (makes me super excited as Eyrene’s CEO). And the growth doesn't stop there. We are actively onboarding staff members, and not only tech guys. Fingers crossed, it is going to stay that way:)

It's inspiring to see leaders of organization talk about safety as an integral part of their function and how the culture of HESQ embeds excellence in everything we do. When people outside of HESQ Function talk solely of how we need to care for our workforce, it brings about trust and exemplifies true intentions, contrary to lip service superficial words

🌟 Celebrating Our Frontline Teams: The Heart of Our Success! 🌟 In every organization, there are teams that work tirelessly to drive our goals and bring our vision to life. Our frontline teams are the backbone of our operations, serving as the face of our company, delivering excellence day in and day out. 🙌 It’s crucial to appreciate and celebrate these dedicated individuals for their relentless efforts. Acknowledging their contributions not only boosts morale but reinforces the importance of their role in achieving our company targets. When frontline teams feel valued and motivated, they are inspired to continue going the extra mile to serve our customers and uphold our mission. 🌟 Remember, appreciation isn’t just a nice-to-have—it’s essential. It drives: ✅ Higher performance ✅ Greater engagement ✅ Stronger loyalty ✅ A winning culture Let’s ensure we celebrate the wins—big or small—and recognize the passion that our teams bring to the table every single day. Together, we can create an environment where they feel empowered to deliver their best. Thank you to all the heroes on the front lines of #elezabypharmacy who make our vision a reality. Let’s keep moving forward together! 🚀 #elezaby #pharmacy ,#retail ,#Egypt #Teamwork #Leadership #Motivation #FrontlineHeroes #Appreciation #CompanyVision

Capping off my 2-year anniversary with Premier Inc. with a flight home from the Becker's Healthcare ASC Review. Engaging with ASC leaders from across the country provided invaluable insights into our industry’s evolving landscape. From these discussions, I’ve distilled three critical themes: 1. Seamless Technology Integration: True solutions must integrate effortlessly into clinical workflows. If technology disrupts rather than enhances these processes, it’s not delivering the value providers need. 2. People-Centric Culture: Staffing challenges remain a significant concern, yet they also present unique opportunities. CEOs emphasized that cultivating a strong organizational culture is essential for differentiating themselves and effectively navigating the talent war. 3. Incentive Alignment Drive Behavior: Aligned incentives are crucial, not just for executives but throughout the organization. Innovative approaches to incentive alignment can create synergy among staff and strategic partners, driving better outcomes across the board. I am more confident than ever in the momentum our Continuum of Care members are experiencing as care delivery shifts beyond traditional hospital settings. Premier Inc. is well-positioned to create value for our partners in this transformative space. Now home just in time for trick-or-treating!

The Stuff They Don’t Teach You in School Some of this might be covered in uni courses - but I chose to dive into muscle protein synthesis and why golfers struggle to putt under pressure (fascinating stuff, by the way). Yesterday, I attended the MoEngage Customer Engagement Leadership Programme (CELP), a deep dive into the customer lifecycle with strategies to drive retention, loyalty, and advocacy while reducing churn. At Batch LDN taking care of customers is non-negotiable - they’re the foundation. In fashion, complacency isn’t an option, too many brands let customers tap their card and vanish. When others are building relationships and creating experiences, you’ve got a problem. It’s like “take care of the pennies, and the pounds will take care of themselves” - but with returning customers. Loyalty and advocacy follow. Time to funnel all this new knowledge into continuing to grow The Batch Members Club. Thanks to gianfranco cuzziol (former Global Head of CRM at Aesop) and Ben Moultrie-Ford (Head of E-commerce at Panasonic) for sharing insights from working with brands like Aesop Avon BMW Group Panasonic and Dr. Martens plc Imogen Matanle looks like the “L” stands for learning🥸

Why utilize Independent Risk Services? Because they work for you, the client, and provide the least biased options available to address your Risk Management and Insurance concerns. They can provide assessment of your needs and help with evaluating every aspect of your Risk Management program today and in the future. Give Compass Risk Services a look. They can help establish the direction of your Risk Management and Insurance program! #riskmanagement

First of all, congrats for Camden Property Trust (CPT). As a resident of Camden Vanderbilt, we are facing some issues (crisis) from the general manager that showing unfairness of her treatment to almost of the residents. As we like your community and recommend our friends from all over the countries who come to visit, study or receive medications to come and live in Camden Vanderbilt, Houston, we need a fair treat from the general manager. The later's policies from her is not clear and the only thing she interests is getting illegal money from the respectful residents. We are very upset and angry from her and a lot of residents escape from the complex due to her unfair treatment. For example; the obligatory internet package ($120/ month) on the rent; this is a scam, however, the 5G Xfinity is 40-50$/month. Another example, If a resident decide to move out, she asked for cleaning fee ($200); okay it is fine, but if she noticed any general pieces of papers pr cartons after leaving, she start to ask for another $200 for cleaning fee, "otherwise she will ask for collection", do you think this is usual?? In addition to multiple issue from her managing and her policies. To the executive and chairman's help and save your reputation.