BlackWomenWork

Hi, Lena! How would you describe what you do for those who are unfamiliar with your industry?

I work for Merck and Company. Merck is a pharmaceutical company, and we make life-saving medicines for patients globally. Within Merck, I work as a director in the company’s Corporate Strategy Office. I work on critical cross-functional enterprise projects that fuel the growth of the company.

What brought you to pharmaceuticals?

I was really drawn specifically to Merck as a pharmaceutical company because patients are at the core of everything they do. Whether it’s the scientists in the lab discovering new medicines or our doctors teaching healthcare professionals about the benefits of a new product — patients come first. We’ve been able to do a lot for the world, from launching the first Ebola vaccine to creating life-saving cancer and HIV medicines. And sometimes we fail, meaning that not every product that we discover will go to market. For example, we had an Alzheimer’s disease medicine that was in a Phase III trial and despite all of the time and money put into that product over the years, ultimately it failed. But I’m proud that my company will always tackle the hardest problems, such as neurological diseases, to solve in medicine and that we will keep trying until we get it right. There are few other industries where you can say that what you do saves lives.

Functionally, what do you like most about what you do?

I like that I get to work across the enterprise. I work with every part of the organization and have developed a deep understanding of the inner workings of the company. When you consider medicines being administered to patients, you don’t think about all of the hard work that went into getting that medicine into the hands of a healthcare professional. I have the opportunity to work with scientists in the lab, with engineers in our product manufacturing plants, and with marketing and sales professionals who come in contact with our patients, physicians, and health care providers. So I get a great understanding of how it all comes together. And that’s what I love about what I do.

How is having a global understanding of the organization helpful?

I have to be an impartial party and think about what is in the best interest of Merck, and how the business can grow. We have to touch as many lives as possible, so I need to know the core, inner workings of the entire company to craft the best strategies and execute critical projects. The Corporate Strategy Office helps our Board and Executive Committee make the best decisions to place Merck in a position of strength for today and tomorrow.

What allows you to do what you do well?

I’m really good at adapting to my environment. Before I came into Merck, I had no pharmaceutical experience and I knew that it would be a challenge. So many people have been at Merck for decades, however I knew that I could come in and really learn from their experience. As an example, I never had an appreciation for the complexities of the regulatory process for pharmaceutical products. We are regulated by the Food and Drug Administration in the United States, and by other regulatory agencies outside of the U.S. However, I have been able to sit and understand the full product life cycle from pre-discovery through to market launch and have a greater appreciation for what different parts of Merck do. So I listen and adapt to my environment which has set me apart from others.

Can you share a moment you have experienced in your career that was especially meaningful?

I would say the period when I worked at Deloitte was a defining one in my life. I wouldn’t be as successful in the workplace without the foundation and teachings Deloitte gave me. I would definitely say that I learned how to be in the corporate world, and how to do that fairly adeptly. There was a moment when I was at Deloitte that comes to mind, specifically. I started in the federal practice, which made sense. I had a public policy degree, and was working in Washington, D.C. I was able to get on a project that had a commercial partner who saw a lot of potential in me, and we discussed the idea of me switching to the commercial practice. Typically, most practitioners in the commercial practice had an MBA and I didn’t have one. I was placed on a commercial financial services project and set out to prove myself. Eventually, I presented a business case to the head of the commercial practice on why I should have the opportunity to join Deloitte commercial.

I didn’t know of anyone else who switched from federal to commercial, because it was assumed that if you didn’t have an MBA, you would not be able to do the work well. After presenting my business case, I was allowed to switch to the commercial practice, continued to be a high-performer and took on a national leadership role. This experience made me realize that my degrees and diplomas aren’t what make me good at my job. It’s me.

Have you had any mentors?

I have mentors and people I can go to for advice. They don’t typically look like me so they can’t fully comprehend what I deal with in the workplace, though they can still provide guidance and advice.

I have a high degree of admirability for Merck’s CEO Ken Frazier, particularly how he’s shaped his life. He’s an African American CEO of a Fortune 500 company — actually, a Fortune 50 company. He’s the grandson of a slave and his father was a janitor. He’s faced a lot of obstacles in his life and he shares those moments publicly, which I appreciate. It makes me proud to work for the company. He also has very high standards, because he has probably always had to be perfect. He doesn’t know me, but I really admire him.

I think my perception of Mr. Frazier was further solidified when he stepped down from Trump’s manufacturing council after the Charlottesville incident. He discussed that decision at Merck as a matter of conscience, not business. Once it was announced, other CEOs expressed that they would have wanted a head’s up that he was going to step off the council. Mr. Frazier said, “Why would you need a head’s up? This decision was mine.” And ultimately, I think he was able to make that decision as a matter of conscience because he is a person of color. So often in the workplace, people of color have to hide who they are. When he had a moment to show himself, he demonstrated a level of integrity which I think is telling of who he really is.

How would you recommend identifying potential resources and supports?

I think it’s hard because I don’t believe in formal mentorships. It’s hard for it to be genuine if you’re just paired up with someone by the company. I wish I could say there’s some prescriptive method, and here’s how you do it.

I would say be genuine to yourself and you will naturally find people you’re drawn to and who are drawn to you. At the same time, you have to network and through that networking within your company you can find a relationship that might be able to build toward a mentor-like relationship. That person has to be willing to invest in you, to get to know you, to know your character. So instead of finding a mentor, find a deliberate network and identify who in your web you can work with. Send a note introducing yourself, and ask that person to coffee. And when you do, have something you specifically want to talk about. You can say “Here’s who I am, I know you’ve done this project or had this accomplishment…” Be thoughtful.

Do you have any useful advice you’d like to share that has been helpful in your professional space?

It may be negative, but hard work doesn’t always pay off, and you shouldn’t be disappointed by that. Don’t let it knock you down. You will have situations where you’ve worked really hard and everyone loves you, and you still don’t get the results you want, or the recognition from leadership. You may think it’s you, or that you could have done something differently, but never stop being who you are.

While I’ve learned that I have to work very hard just to be in the running, one thing that can make a significant difference is learning who the decision-makers are in your organization. Who are the influencers? Who do you need on your side? If you’re not aware of those dynamics, you may just remain a hard worker that doesn’t progress. I wish I had known that a lot sooner, because I truly thought if I worked hard, I would get results. But this isn’t college. It’s not a test. The corporate world doesn’t work that way.

What are you most excited about?

I’m excited about my professional future just in general. I’ve learned a lot along the way, and I’ve gained a lot of really great tools. I realize that I am actually pretty smart, and it took a long time to feel that way. I felt insecure because I didn’t have an MBA. In college, I majored in international studies with a focus on public policy, so I thought I didn’t belong in the business world. I can say now that not only do I belong in this world, but I’m mastering it. So, honestly, I’m really looking forward to being the CEO of a Fortune 500 company someday. That’s my aspiration. And if I’m not, I know that I’ll be on the executive committee or a senior vice president somewhere, and I’ll work hard to get there. I believe in my own capability and have stopped doubting myself.

Is there anything we missed or didn’t discuss that you would want to impart on someone seeking to move into the corporate world?

I would just offer that when you enter a workplace, be humble, and be willing to learn from others. I say this because I’ve noticed a generational mindset shift where the moment someone in their first year of working sets foot in the office, they think they should be leading meetings. They feel entitled to meet executives. And if they don’t get to do those things, they’re dissatisfied or unhappy. When I first started, I had to learn to print and staple documents for clients. I was reading through PowerPoint presentations to make sure the page numbers were correct. And guess what? That experience actually serves me today. Today, I’m reviewing those decks but now they’re going to the board, and the CEO. The same skills I learned when I was 21 years old, and I’m still putting them to use today. Be willing to take on any tasks no matter how menial or trivial. You’ll look back and be grateful for those experiences.

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