Former managing director and partner Jean Mixer describes her virtual care efforts in response to infectious diseases like COVID-19 and how BCG has influenced her career decisions.
I have always been attracted to areas that have a high positive impact on the world. One of the things I loved about being part of BCG was the opportunity to work on challenging problems in short periods of time that would have significant downstream impact. I still see the results of such work. As an example, a former client reached out recently and shared that the business we had helped launched in 2005 had reached $25 billion in assets.
When I saw that digital was heating up in health care, I took the opportunity to leverage my prior experience from BCG to make a difference in the world. Since expertise in pediatric medicine is not evenly distributed, I work with Boston Children’s hospital to share this expertise globally. Digital provides a powerful opportunity, in this regard.
I also serve on the board of directors of an innovative biotech firm in the microbiome space. The work is in its early stages, but what attracted me is the potential for it to be transformative—as an emerging field of science and as providing a pathway through its unique platform to accelerate drug development. This could be a game changer. The existing models for drug development take too long and are too costly to address many of the world’s diseases.
In 2015, we launched the Innovation and Digital Health Accelerator along with my epidemiologist colleague John Brownstein, Ph.D. to accelerate digital services and extend the reach of BCH. We vet about 100 internal and 100 external ideas annually. Some of them you might find interesting:
BCG provided me with the fantastic opportunity to work across the health care value chain, as well as to do a lot of work in launching new businesses online in the financial services and consumer goods spaces. Financial services, like health care, is a heavily regulated and complex industry, so my work in launching a digital accelerator and an online business have been very helpful in structuring, setting up, and co-managing BCH’s Innovation and Digital Health Accelerator. Many of the lessons I learned in 1990s (at the birth of the dot-com era) are still relevant today in rapidly vetting opportunities and introducing new services.
BCG has also been instrumental in building my experience in strategy and working with CEOs and their boards. My own board roles reflect this breadth of experience. I have served on three public companies’ boards—in banking, medical technology, and in biotech.