At Work With: Gary Pattison

Share this article:
Gary Pattison
Gary Pattison

GARY PATTISON
Group managing director, Ogilvy CommonHealth Australia 

What was your biggest break?

I fell into healthcare communications in 1997 after a long year spent in FMCG advertising in the UK.

What's the best and/or worst part of your job?

The best is playing our role in changing the future health outcomes for patients.

What's the view like from your office/work area?

We are based in Sydney with no view of the Opera House or the Harbour Bridge… but we have a great Aussie pub just a stone's throw from the office.

How long is a typical meeting with clients?

The best meetings are where we are thrown a challenge, find the killer insight or lever, then challenge and wrestle with the clients to get to a great place that leads to an amazing campaign or program. These last two or three hours… then we go to the pub.

What was your greatest professional challenge?

We brought a new model of medical communication to Australia in 2006.

Where will you be in five years?

Hopefully still involved with Ogilvy CommonHealth.

Share this article:
You must be a registered member of MMM to post a comment.

Email Newsletters

MM&M EBOOK: PATIENT ACCESS

Patient access to pharmaceuticals is a tale of two worlds—affordability has improved for the majority, while the minority is hampered by cost, distribution and red tape. To provide marketers with a well-rounded perspective, MM&M presents this e-book chock full of key insights. Click here to access it.

More in Features

Read the complete September 2014 Digital Edition

Read the complete September 2014 Digital Edition

Click the above link to access the complete Digital Edition of the August 2014 issue of MM&M, with all text, charts and pictures.

Medical marketing needs mainstream Mad Men

Medical marketing needs mainstream Mad Men

Agencies must generate emotional resonance with the target audience, not unlike Apple, Pepsi or Nike

Are discounts cutting out co-pays?

GSK's decision to cut Advair's price spurred some PBMs to put it back on formulary. Will drugmaker discounts diminish the need for loyalty programs? How can these programs stay relevant beyond giving co-pay assistance?