Interview prep - Lippincott
Describe a time you had to manage conflicting viewpoints on a team. Branding is often subjective, so being able to navigate differing opinions is key.
"At Marsh McLennan, one of the more challenging aspects of the CRM integration project was aligning the various viewpoints from our subsidiaries: Oliver Wyman, Lippincott, Guy Carpenter, and Mercer. Each subsidiary had its own set of needs and priorities, and sometimes those clashed pretty openly. Specifically, we faced disagreement over the customization levels that should be allowed in the new unified eCRM. Some stakeholders from one subsidiary wanted highly customizable interfaces, believing that each business unit had unique needs that couldn't be met by a 'one-size-fits-all' solution. In contrast, others argued for a more standardized approach, emphasizing ease of maintenance and long-term scalability. To address this conflict: Data to the Rescue: I compiled usage stats and features from each existing CRM system, including the cost implications of customization. This data-centric approach shifted the discussion from opinions to facts. Facilitated Discussion: I organized a facilitated meeting with key stakeholders to present the data and explore the concerns from both sides. Each party had a chance to present their case, grounded by the data we had.By keeping the focus on data and involving everyone in the decision-making process, we managed to resolve the conflict without sidelining any stakeholder group. The outcome was a more effective, efficient, and universally accepted CRM system."
Why Lippincott?
"I love diving into the deep end when it comes to challenging questions, especially when I can use data as my compass. Whether I was rallying youth voters on the Elizabeth Warren campaign or unifying fragmented CRM systems at Marsh McLennan, I relished in the complexity and the need to strategize from multiple angles. What excites me about Lippincott is the opportunity to tackle equally challenging questions, but in the context of brand strategy. Revitalizing a legacy brand like Nokia or making Walmart appealing to entirely new markets—these are the types of riddles that get my gears turning. I can see myself leveraging my skills in data analysis and storytelling to help Lippincott's clients navigate these challenges. The icing on the cake for me is the Lippincott team. After having had engaging conversations with people like Christian Horn and Lydia Phelps, it's clear that the firm values collaboration and out-of-the-box thinking. It's not just about problem-solving in isolation; it's about collective creativity and impact. And that's exactly the kind of environment where I see myself thriving."
Data to solve a problem at MMC
"In my current role at Marsh McLennan, we faced a significant challenge: we were overspending on multiple, uncoordinated data systems and CRMs across our subsidiaries, which include Oliver Wyman, Lippincott, Guy Carpenter, and Mercer. This lack of integration was costly and inefficient. To tackle this, I led the process to synthesize the diverse needs of each subsidiary. I used data in several ways to solve this problem: Senior Stakeholder Interviews: I conducted over 30 interviews with senior stakeholders across the subsidiaries to gather qualitative data on what they needed from a CRM system. This data helped us understand both commonalities and unique requirements across businesses. Cross-Platform Data Analysis: I also conducted cross-platform data analysis, so I Using this qualitative data, combined with quantitative data from the existing CRMs, I was able to identify areas where we could streamline processes and features.I aggregated data from each of the existing CRM systems into Excel spreadsheets, organizing the data by key parameters like user engagement metrics, feature usage, and reported pain points. Data Comparison: With the aggregated data in hand, I compared systems side-by-side to identify overlaps and gaps. For example, some CRM features highly utilized in one business were entirely missing in another, despite a similar need being expressed.Through this deep-dive cross-platform data analysis, we didn't just put numbers on a page; we turned them into actionable insights. We knew exactly what features were non-negotiable for each line of business, which ones could be consolidated, and where we could introduce new features for enhanced efficiency and user satisfaction. This data-driven strategy was crucial in achieving our integration goals more than a year ahead of schedule."
questioin
1. DEMAND GENERATION 2. STARTING IN OCTOBER - HOW HAVE YOUR FIRST 90 DAYS BENE 3. GOING FROM BUSINESS SIDE (CMO / MARKETING EXEC) TO CONSULTING SIDE TO STRATEGY CONSULTING SIDE - HOW HAS THAT TRANSITION BEE? FROM CMO 4. I LOVE TO ASK ABOUT NEW JOINERS - SINCE YOU HAVEN'T BEEN THERE FOR THAT LONG HOW 5. WHAT SPARKED YOUR INTEREST IN LIPPINCOTT AS OPPOSED TO PROPHET OR INTERBRAND as your career has progressed and the workload and expectations at lippincott increased, how have you been able to manage your work/life balance and make time for the things that matter to you: family etc . you have your say in what deals and project you want to work on. looking back, what's some of the most interesting work you've gotten to do. compared to other firms, it seems like people stay at lippincott for much longer periods of time . In your opinion, what is it that makes lippincott better at retaining top talent and keeping folks around? what do you see for new joiners doing really well to be successful in that culture? when you see new people enter the firm, what have you seen that makes them successful
Tell us about a time you used data to solve a problem with campaigns
A big part of what I've done on all campaigns I've been on is to take these massive sets of voter data, and aggregate them into something usuable in order to make assumptions about specific subsets of the population. we had access to a rich dataset of registered voters, including their voting history, demographic information, and some psychographic data.The raw data was initially housed in a cloud-based CRM system tailored for political campaigns, which allowed multiple team members to update information in real-time. For data segmentation and preliminary analysis, I primarily used Microsoft Excel. I'm particularly fond of pivot tables and the 'VLOOKUP' function to sift through large datasets. Excel is excellent for slicing and dicing data quickly, and the data visualization features helped us generate easy-to-understand charts and graphs for the campaign team.For survey analysis, we used tools like SurveyMonkey and Qualtrics. These platforms allowed us to distribute surveys to different voter segments and collect responses efficiently. They also offer basic analytics functionalities. To visualize our insights, I often turned to Tableau. We created dashboards that helped us track key performance indicators such as engagement rates, donor activity, and voter sentiment over time. These dashboards were shared with the broader team and were instrumental in shaping our outreach strategy. Each campaign had a different problem to solve though, so I think I learned it's important to actually take a step back and decide what tools will help you answer those questions, not simply utalizing a firing from the hip approach.
what kinds of projects would you be best at at lippincott?
At Lippincott, I'd excel at projects where storytelling through data is crucial. I love diving into analytics to understand consumer behaviors, market trends, and competitive landscapes. But what really excites me is turning those numbers into compelling narratives that not only make sense but also resonate emotionally with clients and their target audiences. I also thrive in client-facing roles. My strong communication skills and ability to think on my feet make me effective at presenting findings, handling questions, and adapting to the unique needs and challenges of each client. In scenarios where rapid, on-the-spot decision-making is needed, you can count on me to deliver. So, whether it's a brand transformation project where we need to marry hard data with emotional impact, or a strategy overhaul that requires direct client engagement and agile responses, I'd be right in my element."
What's a brand you don't like? Describe it and say why?
Brand Description: Clinique has been around for a while, and they've positioned themselves as a dermatologist-developed, allergy-tested skincare and makeup brand. They're known for their 3-Step Skin Care System and are generally seen as reliable but maybe a bit clinical and old-school. Three Positive Adjectives: Trustworthy Scientific Consistent
How would we measure success ona brand repositiong project
Consumer Perception Surveys: Before and after the repositioning, gauge consumer attitudes towards your brand. Are you hitting the markers you wanted to change? Engagement Metrics: Check social media stats, website visits, time spent on site, etc. Improved engagement could indicate the new branding is resonating. Sales Data: The ultimate measure, right? Are more people buying your product or service? And not just that, but are you attracting the new segments you were targeting? Customer Retention & Acquisition Rates: Are you keeping your old customers while gaining new ones? If you lose one segment while gaining another, you might need to reconsider the strategy. ROI of Marketing Campaigns: Are your newly positioned marketing campaigns yielding a better ROI than before? Media Coverage: What's the press saying about your brand? Positive media attention can be a strong indicator of successful repositioning. Employee Feedback: Sometimes overlooked, but if the people who work for the brand aren't buying into the new position, you're gonna have a hard time convincing customers. Competitive Position: Has your position in rankings or market share improved vis-a-vis competitors? Net Promoter Score (NPS): This can be an easy way to measure customer satisfaction and likelihood to recommend your brand, which can show if the repositioning is hitting its marks. In any good campaign—whether it's political or branding—you've got to know if your message is landing, and these metrics can help you figure that out. Think of it like tracking poll numbers, but for a brand. 📈✅ Regenerate
How do you approach a branding challenge? How do you think about brand? What are the steps of a brand repositioning?
How I Approach a Branding Challenge: Understand the Brand's Current Position: Just like in a political campaign, you need to start by understanding the candidate (or in this case, the brand). In campaign work, I've developed messaging for candidates based on the stories they wanted to tell about themselves. The same logic applies to brands; what's the current story the brand is telling? Research & Data Analysis: Both in campaigns and brand work, you need to know your audience. In campaigns, I segmented voter data to understand different voter blocks. In brand work, it's consumer segmentation. Message Testing: Just as I would A/B test different messages in a campaign to see what resonates with voters, the same can be done with brand messaging to see what clicks with the target market. Strategy Development: Using the insights gathered, develop a comprehensive strategy. In campaigns, this would be the overall campaign plan, but for a brand, this could involve a new product line, a change in visual identity, etc. Implementation: Rolling out a campaign is much like rolling out a rebrand: It has to be coordinated across multiple channels for maximum impact. The lessons learned from executing complex campaign strategies can help here. Review and Iterate: Campaigns are dynamic, and so are brands. After implementation, it's crucial to go back, review the metrics, and refine the strategy. This iterative process is something I've learned very well from the fast-paced world of political campaigns. How I Think About Brand: A brand is more than just a logo or a catchy slogan; it's a story that people tell themselves about who they are when they use a product or service. It's not so different from a political candidate, where the story you tell about the candidate shapes public perception and ultimately, votes. Steps of a Brand Repositioning: Audit the Current Brand: This is where you take stock of all the brand assets, just like an initial campaign assessment. Market Research & Consumer Insight: As I did in campaigns by segmenting voter data, here you'd segment the consumer data to find out what different consumer groups think about your brand. Strategy Development: Develop the 'new story' the brand will tell. This is much
why brand
I'm drawn to brand consulting because it sits at the intersection of data analysis, strategy, and creativity. my experience in electoral campaigns has given me a unique perspective on how to tell compelling stories that resonate with people. Just like in politics, where you need to understand your constituents to win their votes, in brand consulting, understanding the consumer is crucial for building a successful brand. What drives
story 1
In my current role i'm regularly a leader: recently one of the things I was a main leader / contributor on was engaging in an external design firm that we brought in to help with the integration. Essentially, we brought them in to help our teams align on a design strategy for the CRM itself. The challenge with bringing in the external party was that they didn't know the landscape of the 5 lines of business - whos design preferences should they prioritize - oliver wyman wants it this way, and mercer wants it this way, what features need to get done in first release, vs what features are not priority. Another thing I heard from the design team were the bpo's were giving conflicting requests of what they wanted to change about the design of the crm. And overall, I felt that the BPO's were working disjointly and not off of one cohesive strategy to integrate to one MMC. What i felt the group needed was someone to translate the business needs to the design firm. I was able to step up as a leader. The first i did to help lead the team was to narrow down the focus to decide exactly what was in scope for release one. This was challenge bc when you have a big project with a lot of opinions, its easy for the project to have scop creep. After narrowing it down to exactly what we cared about, I set sprint priorities - what feature do we want to get done first and why. The third thing I did was establish a weekly meeting cadence for the design firm to give updates on sprint progress. Ultimately this led to a much more streamlined process that helped us deliver the final product within our projected timeframe, and allowed the business units to align on one desired design strategy. Thinking back on this experience made me realize, when working within team, especially in large teams, how crucial communication is - and if you don't set prioritizes and a process upfront, it will likely result in a solution that work for some business but not all.
How would we prioritize a new market
Market Attractiveness Market Size & Growth: How many potential customers are there for your brand? And is that number growing? This tells you if the market is worth your brand's time and resources. Customer Needs & Behavior: Do people in this market have needs or preferences that your brand can address? Understanding this can help tailor your brand messaging and offerings. ROI Potential: What's the estimated return on your brand investment? This can include brand awareness, customer engagement, and, of course, sales. Operational Feasibility Ease of Entry: How easy is it for your brand to enter this market? Are there barriers like high costs, complicated regulations, or strong competitors? Regulatory Environment: Are there legal or regulatory hurdles that your brand has to clear? This could affect your product, marketing, or even the business model. Time to Market: How quickly can your brand go from planning to actual sales? Quick entry could give you a first-mover advantage. Competitive Landscape & Fit Competitive Landscape: Who are your main competitors in this market? How can your brand differentiate itself? Cultural Fit: Does the ethos of your brand align with the values and norms of this market? A misalignment can sometimes be difficult to overcome. So, each of these bullet points offers a lens to look at how your brand would fit, operate, and hopefully thrive in a new market.
What's a brand you like? Describe it and say why
Personalized: They really get the user's musical taste and mood, making tailored suggestions that often hit the mark. Innovative: Whether it's their algorithms, their collaborations, or their approach to social issues, they're always ahead of the curve. Relatable: Their initiatives around social issues and user-generated playlists create a sense of community and shared experience. Spotify stands out to me for its ability to use data in a way that personalizes and enriches the user experience. Their 'Discover Weekly' and 'Release Radar' playlists are fantastic examples of this. By analyzing my listening habits and preferences, they're able to curate song lists that feel personalized and introduce me to new artists I genuinely enjoy. This isn't just algorithmic brilliance; it's also a storytelling method. Each playlist tells a story of musical evolution and personal taste, making the user feel understood and seen. I also admire Spotify's courage in tackling social issues and embracing diversity through initiatives like their Black History Is Now and Pride collections. They don't shy away from making a statement, which I think adds a layer of authenticity and relatability to their brand. Design-wise, their app is intuitive and visually appealing. The dark mode interface is not just trendy but also enhances the vivid album art, making it a focal point. This shows that they understand the emotional and artistic aspects of music, not just the technical side. Lastly, Spotify excels at partnerships and collaborations. Whether it's integrating with Google Maps for easier in-drive listening or teaming up with celebrities for exclusive podcasts, they know how to extend their brand's reach and functionality without diluting its core essence. So, in a nutshell, I admire Spotify for its data-driven personalization, social awareness, sleek design, and strategic partnerships. These elements come together to create a brand that feels both highly personalized and universally relatable.
story 2
Recently I've noticed that my biggest strength is communication. When I first joined MMC as a consultant, my role was mostly siloed to managing data and CRM design, without much client interaction and mostly vertical communiction with my direct team members. But then one week my boss was out on vacation and I was tasked with running a 5 hour working session in which senior stakeholders from each line of business come together to synthasize their business needs for our new CRM. During the call, I found that a lot of challenges were presented, but I was able to facilitate good conversation and ask probing questions about each issue that enabled the stakeholders to come to a mutually agreed solution. When Chris came back into the office, I presented the findings from the session and I was trusted to run the sessions moving forward. To this day I serve as the client lead for these calls. I think what I took away from this is to not be shy about advocating for ways to use my strengths and putting myself in a position to leverage my strengths to help the team be successful. Which helped me better understand the group. Through this - I developed process improvement, asses, create framework, i think those are skills i've been able to bring strengths to the job and development throughout my experience. Come with solutions not problems Creative problem solving Assessment and action Creating frameworks - pivoted in that moment
Reposition the brand you don't like
Repositioning Clinique for a Younger Audience: Objective: To revamp Clinique's brand image to appeal to younger consumers without sacrificing its core values of trustworthiness and scientific rigor. Steps to Reposition the Brand: Market Research & Data Analysis:Look at the current market landscape and identify Clinique's competitors who are successfully targeting younger audiences. Use social listening tools to understand what young people are saying about skincare and makeup brands. Rebrand Visual Identity:Give the logo, website, and packaging a modern, youthful makeover. Consider working with popular graphic designers who resonate with a younger demographic. New Product Lines:Introduce more "fun" products that younger audiences are into. Think face masks, trendy ingredients like hyaluronic acid, and maybe even a line of eco-friendly products. Social Media Strategy:Embrace platforms popular among younger audiences, like Instagram and TikTok. Create campaigns that invite user-generated content, perhaps around a hashtag challenge. Collaborations & Partnerships:Partner with younger influencers or celebs who embody the new brand ethos. Launch Event:Consider a virtual event featuring beauty tutorials, Q&A sessions with dermatologists, and sneak peeks at new products. The Repositioned Brand: New Tagline: From "Allergy Tested. 100% Fragrance-Free." to "Your Skin, Your Rules." Visual Identity: Incorporate brighter colors, youthful fonts, and maybe even some playful illustrations or animations. Messaging & Communication: Lean into youthful lingo without being cringy. Maybe use phrases like "Get that glow" or "No filter needed." Community Engagement: Build an online community through an app or a special section on the website where customers can share skincare routines, tips, and product reviews. Sustainability: As part of the reposition, also consider implementing more sustainable practices which are often important to younger consumers. By taking this approach, Clinique could retain its core of being a scientifically backed and trustworthy brand while also appealing to the wants and needs of a younger audience. What do you think?
story 3
She was running and no one was running against her One of the most interesting teams I managed I was my team of over 50 people on Maura Healey's gubnatoral election. During the primary that was uncontested for Healey, she did something very uncharacteristic of a gubnatornal candidate and endorsed a candidate, andrea campbell, in a contested democratic primary. This meant that my team which was gearing up for our own general election had to switch gears and put all of our force for the next few months behind andrea campbell's campaign. We had to become the andrea campbell camping. For some of us it was really easy to get on board with andrea campbell's campaign, but for others who weren't as familiar with her it was difficult to motivate them to work for her they were really excited about maura and surprised that we would ask them to manage their time differently. As their leader I knew my team needed to connect with andrea's story and really learn it to feel confident in the job and motivated to elect the candidate, the first thing I did was put together a fact sheet of who she was - it's hard to work for someone you don't know, the next thing was called andrea campbell and told her our staff needed to hear from her, so I convinced her to cancel her busy day of campaigning, and come speak directly to the staff so they could hear her story firsthand. Lastly, I led a team meeting where peers could share what they learned and connect with each other on andrea. The result was a very motivated and engaged team who helped andrea beat a woman who outspent her 20:1 I'll always remember from that expereince that having the skills to solve a problem is not always enough, sometimes what's important is getting people excited to do the work. that if a team is not doing well, it might not be a skills gap, it could be a motivation gap and it's crucial to connect with your team in ways that make them feel connected to the overall mission of the project.
Reposition the brand you like
Steps to Reposition the Brand: Market Research & Data Analysis: First, survey both established and emerging artists to understand their needs, pain points, and aspirations. Also, look at how competitors are serving this demographic. Internal Alignment: Before any external changes, make sure all departments and teams within Spotify are on board with the new direction. Internal buy-in is critical for seamless execution. Pilot Programs: Launch small-scale versions of new features like music production tools or artist analytics dashboards. Get real-time feedback from artists to make iterative improvements. Content and Messaging: Update all communication channels, including the website, app interface, and social media, to reflect the new brand position. Use storytelling to communicate the shift; maybe even produce a series of video interviews with artists who are benefiting from the new features. Partnerships: Form alliances with music production software companies, indie music labels, and even educational institutions offering music courses. This adds credibility and expands reach. Launch Event: Roll out the new features with a bang. Consider a virtual or live event featuring performances by artists who have been part of the pilot programs. Feedback Loop: Post-launch, keep the lines of communication open with artists to ensure the new features are meeting their needs and make adjustments as necessary. The Repositioned Brand: New Tagline: From "Music for Everyone" to "Empowering Artists, Enriching Listeners." Visual Identity: Incorporate elements that reflect creativity, like paint splashes or sketch lines, to make it obvious that this is a place for creators, not just consumers. Features: Roll out new tools tailored for artists. Think analytics dashboards, simple music production software, or community features to connect artists with fans and other creators. Community Forums: Develop online spaces within the app where artists can share tips, seek advice, and even collaborate. User Experience: For listeners, introduce a "Support the Artist" button next to the "Like" and "Download" options for each track, where they can tip artists or buy merchandise. Advertising: Target ads not just to potential listeners but als
what does brand mean to you?
To me, a brand is way more than a logo or a tagline; it's like the soul of a business. It's what people feel, think, and say about you when you're not in the room. It's the sum total of every experience, every product, every interaction someone has with your company. In a way, it's a promise — a promise of quality, trust, and a specific kind of experience. I've especially seen the power of brand in political campaigns, where messaging and image can make or break a candidate. Just like with companies, the way a candidate "brands" themselves can influence public perception and trust. So, yeah, for me, brand is this living, breathing entity that evolves but always needs to stay true to its core promise.
story 4
When I was managing Quinton Zondervan's campaign for cambridge city council it was the hight of covid and I remember that of all my failures on the campaign, this one especially stands out. During covid we were trying to engage with voters but we were not able to knock on doors the same way we could before covid. Zoom was all the rage at the time so we thought to ourselves, why not host a virtual town hall as opposed to knocking on their doors and meeting them in person. After recruiting for the event, we had anticipated over 100 people to join, and about 10 people showed up. The event went abismally. What I quickly realized was, we had assumed that our candidates typical voters were digitally natives and adapting to new technology. Thinking about it now, it was obvious that an older voter, the typical voter for the campaign like this, would not be interested in zoom or interested in engaging with our candidate in this way. Fortunately we were able to quickly pivot the town hall to a tight focus group in what they were looking for in a candidate, and we got some good info out of it. But the experience taught me a really valuable lesson that I was able to use throughout the duration of the campaign - we knew we had to over advertise our events and prepare team to be ready to troubleshoot tech issues. We also created a chase - group who called the people who said they were going to show up to ask them if they were having issues joining. Ultimately what I really took away from this experience is that considering the audience is not just important for voting segmentation, but for recruitting for volunteer events. Even though tech has been a part of my life, I know how to engage other people and bring them along with me Once of my greatest failures came out of me having the misconception that this candidate's typical voter would be used to using something like zoom and were as digitally native as the people running the campaign. We knew we needed to engage our voters differently than we normally would when we could have in-person event
story 5
When I was the youth vote director on elizabeth warren's campaign - I faced the difficult problem of identifying voters on college campuses that would be likely to vote for elizabeth warren over bernie sanders. When I think about this problem, it's a very niche data problem: bernie sanders and elizabeth warren have very similar platforms, campaigns, and appeal to the same demographic of voter. To be successful, we used voter data to identify ways that we could expand the electorate to groups that weren't being regularly contacted or turned out to vote by any democratic campaign. A big part of what I've done on all campaigns I've been on is to take these massive sets of voter data, and aggregate them into something usuable in order to make assumptions about specific subsets of the population. we had access to a rich dataset of registered voters, including their voting history, demographic information, and some psychographic data.What we found was interesting: the data showed that the people least engaged in any kind of election belonged to fraternities and sororities. Early on, what we learned from the engagement data we collected, was that while direct voter contact worked well for educated, regular voters, the youth vote depended on a relational model. Meaning, if one girl in her sorority said they would vote for elizabeth warren they would be more likely to vote for her than a trained volunteer without a preexisting connection. I learned that while the easiest thing is to copy what your competitors are doing and what has been most successful in the past, but if you take a step back, sometimes you can discover a truly innovative solution and a way to do something that is really successful. At the end of the caucus, the share of elizabeth warren voters of college age accounted for a larger delegate share than our models predicted. How did you collect - 2,000 person opt in survey of registered voters across college campuses
