{"type":"rich","version":"1.0","provider_name":"Transistor","provider_url":"https://transistor.fm","author_name":"The Brand Atelier Show","title":"Expert Brand: A Conversation with Richard Nordstrom","html":"","width":"100%","height":180,"duration":2358,"description":"Expert Brand: A Conversation with Richard Nordstrom\nRichard Nordstrom was my first boss. Saatchi and Saatchi. I was fresh out of college and had no idea what I was doing, and Richard was already someone who understood both the market and the work in a way most agency people never do, because he had been on the other side of it.\nHe started his career as a pharmaceutical sales rep at Merrell Dow, then spent 10 years inside on the brand side before coming to the agency world. He rose to become Chairman and CEO of McCann Healthcare Worldwide, one of the largest healthcare agency networks in the world. He co-founded Liberate Health. He built Northstream Global Partners. And he has spent 30 years making some of the hardest calls in brand strategy that most people never have to make.\nThis is the capstone conversation of the Expert Brand module. And it is a masterclass in what brand management and marketing actually look like inside a heavily regulated industry, from the field to the boardroom, from small boutique agencies to global holding company networks, from founder-built platforms to everything in between.\nIn this episode:\n\nThe field sales experience that shaped everything, how Richard learned what most agency people never know because they have never been on the other side of the physician relationshipHow pharmaceutical marketing transformed from the 1980s to today, the onset of managed markets, the first DTC ads, the data revolution, and what it all meant for brand strategyHolding the standard at scale, what it actually took to build a global brand culture across 33 countries at McCann Healthcare with teams that had never met each otherThe Liberate Health story, a brilliant patient education platform that was ahead of its time, why it ultimately failed, and what it taught Richard about the difference between being right about the vision and right about the timingNorthstream Global Partners, what it felt like to own the standard entirely rather than hold it inside...","thumbnail_url":"https://img.transistorcdn.com/pnDLPk9P4Yse6OrR_GFrrw5EQgtGPav_S3KOZ_3QGrk/rs:fill:0:0:1/w:400/h:400/q:60/mb:500000/aHR0cHM6Ly9pbWct/dXBsb2FkLXByb2R1/Y3Rpb24udHJhbnNp/c3Rvci5mbS8wYTBk/ZjQ0NmQyYjQzZDhh/Y2M3MGM1OWQxMjdi/NzUxNC5wbmc.webp","thumbnail_width":300,"thumbnail_height":300}