WittKieffer Year In Review

Year in Review

For The Year Ended June 30, 2022

Introduction Our Purpose at WittKieffer Is to Improve Quality of Life Through Impactful Leadership.

We recognize that the wellbeing of peoples and communities is inextricably tied to health, education and scientific advancement. That’s why WittKieffer exclusively serves organizations aligned to these areas of impact, as we have for more than 50 years. We help our clients navigate this ever-evolving and complex world by using our unique insight to identify and enable exceptional leadership. We precisely tune our services to the needs of each client – whether non-profit or for-profit – delivering high impact executive search, interim leadership and leadership advisory solutions.

Get to know us. You’ll find a remarkable organization – one that delivers unmatched service, that adheres to fundamental values guiding all our work and that understands the power of leadership to produce positive outcomes for people, organizations and communities.

The Quality of Life Ecosystem

A Message from the CEO

Since 1969, WittKieffer has built a strong reputation as a trusted partner in executive talent acquisition, serving organizations operating exclusively at the intersection of healthcare, science and education — the “Quality of Life Ecosystem.” What differentiates us is our clear understanding of the intricacies of this ecosystem and the disruptive forces that constantly create change within it. We leverage that understanding to provide unique insight into strategic and operational dynamics of our clients and how those dynamics translate into leadership challenges and opportunities. We’re proud to build and enhance leadership teams that transform organizations and contribute to the fundamental wellbeing of peoples and communities.

Andrew P. Chastain President and CEO

Today, we’re growing and investing faster than at any time in our history — investing in people, technology, process innovations and solutions to broaden our ability to Improve Quality of Life through Impactful Leader ship. During the last year, we accelerated our multi-pronged investment in enabling clients to achieve maximum impact through building and developing exceptional leadership teams. These investments include the launch of our Diversity, Equity and Inclusion Practice, expansion of our services to for-profit Commercial Healthcare organizations, the addition of experienced consultants to our global Life Sciences Practice and, most recently, the addition of an expanded and integrated suite of Leadership Advisory solutions. At the same time, we continue to invest in our existing services and capabilities within executive search and interim leadership, growing our team globally by more than 20% in the last twelve months, to nearly 300 exceptional professionals dedicated to our clients, candidates and each other.

As we grow, the excellence of our work remains second to none. We combine the agility and personalized service of a boutique consulting firm with global operational scale to deliver exceptional outcomes. We work as a unified team to ensure our clients are satisfied and successful. In serving them, we directly impact quality of life.

I am beyond proud, inspired and humbled by our accomplishments and growth. I invite you to review all that we’ve accomplished.

Deepening Our Commitment Improving Quality of Life Through Impactful Leadership

Impactful Leadership means having the right people doing the right things and engaging with each other in ways that build value for their people, their organizations and their communities.

Through the last year, we deepened our commitment to Impactful Leadership across the Quality of Life Ecosystem. We now offer an integrated array of services that support our clients in building and developing leadership teams to successfully navigate an ever-evolving and complex world.

Diversity Equity & Inclusion

The launch of our DEI services reflects our firm’s on-going commitment to putting diversity and inclusion at the center of all we do, in addition to offering specific services that make a difference in fostering inclusive leadership and organizations.

Expanding Our Services Extending Within the Quality of Life Ecosystem

Leadership Advisory

This new practice broadens our ability to enable impactful leadership through an expanded and integrated suite of leadership solutions focused on developing positively aligned leadership teams and cultures.

Commercial Healthcare

This dedicated expansion builds on the quality and specialized expertise that defines WittKieffer’s preeminence within the healthcare sector and supports a wide array of provider-based, technology-enabled and innovative service companies.

Life Sciences

This global practice added new senior consultants who collectively bring decades of experience serving commercial and development-stage life sciences companies.

Global Footprint

We continued to grow our capabilities to provide a one-firm, global solution to clients operating outside the U.S. and across borders.

Interim Leadsership

We invested in expanding client coverage, recruitment and client / candidate engagement, contributing to nearly 160% growth in interim leaders on assignment with clients.

Creating a New Era of Impactful Leadership

Team Building

Great accomplishments start and end with great people who believe that what they do matters. We fulfill our purpose when our team members feel they can fulfill their personal objectives, be the best version of themselves and do meaningful work. We live our values, reflected in an inclusive culture and collaborative spirit that attracts exceptional people.

During the year ended June 30, 2022, we increased the size of our team ranks by more than 20%. Each new team member shares our purpose and our commitment to excellence.

New Senior Partners

As we build and develop our clients’ leadership teams, we do the same within WittKieffer. We welcomed seven new senior partners to our firm this year, including five through internal promotions. Each of these leaders demonstrates expertise, sound judgment, high integrity and a shared purpose.

Global Headcount GrowthPractice Education Healthcare

Commercial Healthcare

Life Sciences

Interim Leadership Leadership Advisory

Professional Search Corporate Total Firm

Shelly Carolan Commercial Healthcare

Joyce De Leo, Ph.D. Academic Medicine & Health Sciences

Michael Castleman Chief Growth & Transformation Officer

Michael Raddatz Healthcare

Ryan Crawford Education

Susan M. Snyder Leadership Advisory

Daniel Young Healthcare

New Consultants

Our new senior partners are joined by another 34 new consulting team members across the full breadth of our practices. Meet all our consultants delivering our exceptional service.

Healthcare

Cody Burke

Senior Associate, Healthcare

Marisa Falco

Research Associate, Commercial Healthcare

Crystal Hendriks

Associate, Healthcare

Terri Houchen

Senior Associate, Healthcare

Taeler Kaufmann

Associate, Healthcare

Wendy Kerschner

Senior Associate, Healthcare

Taylor Krukar

Associate, Healthcare

Lisa Lewis

Senior Associate, Healthcare

Stacy Lind

Senior Associate, Healthcare

Katie Mazzuckelli

Senior Associate, Healthcare

Angela Raphael Senior Associate, Healthcare

Jimmy Vance Associate, Healthcare

Interim Leadership

Suzanne Cox

Senior Associate, Interim Leadership

Katie O’Risky

Associate, Interim Leadership

Education Professional Search

Luis Bertot Associate, Education

Sandra Chu

Senior Associate, Education

Darrien Davenport Consultant, Education

Cathryn Davis Associate, Education

Meredith Davis Consultant, Education

Kim Migoya Associate, Education

Randi Miller Associate, Education

Natalie Song Associate, Education

Jevon Walton Associate, Education

Life Sciences

Stephen Brengle

Principal, Life Sciences

Luigi Frezza

Principal, Life Sciences

Senior Associate, Life Sciences

Susan Oliver Principal, Life Sciences

Hannah Scarisbrick

Consultant, Life Sciences

Ashley Buderus

Consultant, Professional Search

Jessica Cummings Associate, Professional Search

Toni Davis

Senior Associate, Professional Search

Eleanor Vogelsang Associate, Professional Search

Roxana Woudstra

Senior Associate, Professional Search

Robert Nickey

Commitment to Client Service Excellence

In many ways, the last year was unlike any other: a persistent pandemic, a stimulus-fueled economy, supply chain disruption and inflation, talent shortages and churn. We supported the resiliency of our clients through the unwavering commitment and untiring effort of our team members to deliver client service excellence and exceptional outcomes.

The result for WittKieffer: record-breaking growth in revenue, volume and marquee engagements – across every practice and every service. More importantly, we delivered unrivaled quality and satisfaction that produced deeper relationships with existing clients and many new client relationships.

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FQHCs and a variety of not-for-profit and community-

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School of Pharmacy Dean

• Cost management gains focus as margins and capital are constrained by labor (particularly nursing) cost and supply chain inflation, lower surgical and elective volumes, decreased acute care and investment portfolio declines.

• Accountable communities for health are expanding to address social determinants of health, such as food and housing insecurity, and ultimately improve health outcomes for vulnerable populations.

• Systems and providers are increasing focus and investment in digital transformation of clinical, business and consumer experiences with an emphasis on value-based care, while cybersecurity and data sharing remain operational priorities.

Key Trends to Watch Implications for Leadership

• Healthcare executives and teams must demonstrate extraordinary resilience in an unrelenting “crisis-to-crisis” environment (from pandemic crisis management to cost crisis management), requiring increased self-awareness, self-management and empathy.

• New executive roles are emerging: those that focus on the external community and partnerships with a lens towards improving health outcomes within the communities served; those that serve to champion better conditions for physicians, nurses and employees (a resurgence of the Chief Wellness Officer role, or VP of Accountable Communities); and those focused on digital health.

• The need for new roles and specialized skills, combined with executive retirements, increases the need for more dynamic team constructs, including bringing interim leaders in to fill a gap without losing precious time in problem-solving issues.

• While new C-suite roles (and interim leaders) provide input for the innovation required by the crisis-to-crisis environment, they also shake up the composition of the executive team, requiring CEOs to lead and manage their teams in both more inclusive and more disciplined ways in order to leverage the increased diversity of thought on the team.

• The combination of ongoing crises and disruptive business models requires executives to simultaneously deliver positive outcomes for their patients while transforming the very institutions they lead. In turn, this requires a broader mindset, more varied skills and a more nuanced and effective use of executive teams to span the broad range of paradoxes to manage.

• Care delivery continues to shift away from hospitals to perimeter points of care, while consolidation of acute care and integration of provider networks are further changing the provider landscape.

• Omnichannel care and consumerization of care continue to accelerate as a result of expanding provider choice, quality and cost transparency, new retail access points and technology-enabled services (e.g., telehealth); these areas will continue to attract system, investor and alternative provider investment.

• Value and quality-based reimbursement, subscription health and other alternative pricing models are incentivizing health care providers to offer better, more cost-effective care for individuals and populations.

• Meanwhile, pressure on clinicians across the board continues, exacerbated by a significant number of early retirements or stepdowns of tenured leaders. This results in a generational leadership gap that can be filled in the short-term through interim leadership and must be addressed in the medium term through early, thoughtful execution of succession planning beyond the C-suite.

• Increased hiring and promotions of individuals with less “traditional” experiences provides additional means by which to fill the leadership gap – and to diversify the gender and racial make-up of executive suites. Boards and CEOs nervous about doing so can mitigate risk and accelerate development through executive onboarding and mentoring.

• Increasing tension between caregivers and executives, driven by cost-cutting and crisis exhaustion, is intensifying turnover, decreasing trust and followership, and threatening the fabric of health care delivery by making it harder to hold caregivers accountable (for fear of increased turnover). Creating a truly shared story of purpose across these groups is paramount to establishing a culture needed to execute strategy in our radically changed context.

• Health system boards are modernizing outdated structures and focusing on recruiting board members with expertise in health equity, diversity, equity and inclusion (DEI), and consumerism to help boards navigate the future of healthcare. Read more in our 2022 special report on board governance

• Leaders are seeking and gaining exposure to both the inpatient and outpatient/ambulatory setting to expand their experience.

Education

Our Education Practice saw unprecedented growth during the last year, as we helped public and private institutions – large and small – confront the dual impact of retirements and COVID burnout. We opened more than 300 searches, including recruitments of key positions at some of academia’s most prestigious institutions.

Our empathy, candor and nuanced approach earned us the trust of distinguished leaders in education. We have expanded the breadth of positions for which we recruit, while further strengthening our presence in advancement, enrollment, CFO, student affairs and academic leadership. Reflecting this strength in academic leadership, we completed more dean and provost searches than at any time in our history. We also saw growth in our presidential searches.

Our holistic effort to attract diverse and highly qualified candidate pools contributed substantially to diversifying the leadership ranks of the institutions we serve. Notably, approximately 68% of our placements in the past year were women and/or people of color.

Key Trends to Watch

• Enrollments continue to decline at institutions due to the reduction in high school graduates, straining institutional budgets and heighten ing leadership challenges.

• The retirement cycle within education leadership will continue as baby boomers and long-tenured leaders experience stress due to the increased demands and quickly evolving landscape of higher education.

• Program innovation and diverse (even customized) fields of study become critical differentiators in attracting faculty and students, straining resources.

• Continued globalization of education and active learning emphasize unique approaches to institutional partnering.

• The polarized political environment clashes with institutional objectives of supporting freedom of speech and diverse civil discourse.

• Shifts are occurring in student demand from generalized higher education to skill-based education and training.

• Stronger higher education - corporate partnerships are emerging to help narrow the skills gap, open career pathways and unify resources to explore innovative ideas.

• The athletics landscape continues to shift as the term “studentathlete” is redefined and athletic departments become more business-like in their operations.

Implications for Leadership

• As enrollments decline, presidents and senior leaders must change the business model of the institution while keeping faculty and staff engaged. This is no easy task and requires a skillset encompassing agility, resiliency, diplomacy, transparency, teamwork and high levels of tolerance for ambiguity and for criticism. Learn more about the qualities to look for in a college president

• There is a strong demand for high-performing administrators who have proven track records of innovating and identifying new revenue streams. Increasingly, these roles are being filled by interim leaders who can step into a dynamic situation and provide outstanding leadership while allowing the institution time to address issues before taking on a full search.

• Whether permanent or interim, leaders who are proven innovators disrupt the norm, by definition; incorporating them successfully into leadership teams and institutional culture requires strong and inclusive leadership from university presidents and boards.

• The many trade-offs required (e.g., downsizing to reduce fixed cost while engaging required talent) to find new revenue streams to offset reduced enrollment are new to most education leaders, having grown up in times of prosperity. Managing these paradoxes will require the president’s team to step into courageous debate, change management, problem-solving and decisive action – and presidents themselves will need to lead high-performing executive teams more than individual executives.

• The standard-issue candidate is not necessarily the candidate who is going to help complex organizations thrive in the future. It’s important to look more broadly at candidates to understand how experiences, not just the type of experiences, helped them develop as a leader. It’s also critical to make sure chosen candidates have the onboarding and mentoring support they need to succeed.

• Diversity in hiring continues as a top priority across institutions and across roles. Learn how to keep diversity, equity and inclusion at the forefront of selecting a great candidate. Selection is not the end of the story; institutional cultures need to evolve to be more inclusive of different perspectives, and processes need to ensure equitable treatment across the employee lifecycle.

• The shared governance model in higher education presents a uniquely challenging context for both administrative and faculty leadership in the best of times. In these challenging times, creating a culture of mutual and shared accountability for shepherding the institution forward is mission-critical. Doing so requires honest fact-based strategic conversations, genuine vulnerability about the unique challenges of both faculty and administrators, and alignment on a new way forward.

Global Life Sciences

WittKieffer’s global Life Sciences Practice continues to expand its team and ability to serve clients globally. In the past year, we doubled our number of consultants in order to offer clients boutique-level service on a global scale. Our whole team works collaboratively and seamlessly around the world, drawing on our consultants’ diverse life and professional experiences across cultures and languages.

We are also distinguished by our expertise and integration across related disciplines, including close collaboration with our colleagues in Healthcare, Commercial Healthcare and Academic Medicine and Health Sciences

For us, a successful search is one which considers our clients’ diversity needs. Given our commitment to improving the quality of life through impactful leadership, advancing leadership diversity is a cornerstone of our work.

Key Trends to Watch

• Digitization permeates nearly every aspect of the life sciences industry, from quantum computing and AI-enabled development to consumer relationships.

• Pressure and oversight on price transparency and the interaction between commercial pharma companies and healthcare practitioners are increasing.

• Capital risk re-allocation, with limited public IPO funding, will change the fundraising landscape for many companies – particularly those with marginal science or market opportunities.

• Virtualization of clinical trials expands patient-centricity trends, potentially reducing cost and time of studies.

• Increased regulatory oversight of new drug development, including intended use redefinition, will add further pressure in already risk-modulating environments.

Implications for Leadership

• Managing corporate lifecycle stages successfully is a perennial challenge in life sciences. With the potential for accelerated development cycles, compression of life cycle stages will exacerbate this challenge. Whether for PE, VC, or publicly-backed companies, boards must anticipate the unique abilities needed from CEOs and their teams at each stage and adjust hiring and succession planning accordingly. It’s worthwhile to consider interim leadership should candidates with the appropriate skillset and mindset not be readily available ahead of or at key lifecycle transition points.

• The organizational culture required to drive strategic progression varies with each lifecycle transition, including those precipitated by ownership changes such as M&A, where culture clashes can doom the most promising of ventures. Leaders must proactively nurture when and how the culture needs to shift (and what will remain constant), recognizing the implications for their own behaviors as well as organizational processes.

• The preceding trends and the likelihood that global pricing disparities will be forced to compress, put the very business model of life sciences at a tipping point. Executive teams that begin to wrestle with the transformational implications of these trends will find themselves better suited to emerge healthy through and after the transition. This includes aligning leadership teams to the needs of the present and the future, which may require creating new working relationships, accountabilities and metrics of performance. Boards and CEOs also may start to look to other industries for leaders experienced in navigating different lower margin, supply chain driven and complex operations.

• While not new in concept to life sciences, the nature of partners and partnering is fundamentally shifting as new intersections of science,

• Decentralized clinical trials, remote monitoring and other tech-enabled solutions offer the opportunity to speed clinical development and reduce time-to-market, potentially offsetting some of the regulatory overhang.

• Growth in combination therapies continues, providing new market opportunities but complicating licensing and partnering relationships.

• The emergence of commercial cell and gene therapy products is redefining legacy market access processes and manufacturing infrastructure.

• Investments continue in cell and gene therapy development and manufacturing capacity by academic centers, biotech incubators and independent research institutions.

care delivery and education evolve. Partners are more likely to be substantially different in phenotype, (e.g., technology firms, hospital systems and even big retailers). This will demand new partnering models that reflect novel approaches to sharing value, data and information, consumer relationships and digital connectivity.

• The future of life sciences requires enterprise leadership, which itself requires leaders to think and act beyond traditional organizational boundaries, lead inclusively, balance drive with empathy, have the courage to collaborate and the humility to learn and find comfort in ambiguity based on their own sense of purpose and meaning. Enterprise leaders should be prioritized when hiring new executives. Given the scarcity of such leaders, organizations mitigate their risks by proactively planning for succession and executive development a few layers from the C-suite, when the chances of shaping mindsets and building relationships that will bear fruit are high.

• CEOs also can address individual enterprise leader scarcity by defining, creating and sustaining true enterprise leadership teams, which enable the whole to be greater than the sum of its parts. This requires CEOs to establish and maintain three conditions:

1. team ambition that informs the team’s collective work, not just their individual “day jobs,” uniting them to manage the difficult paradoxes the organization as a whole faces;

2. team structure and processes that enable and inform decision-making and problem-solving, to make the most of their collective talents and speed execution “outside of the room”;

3. explicit, demonstrated norms (“rules of engagement”) that encourage transparency, psychological safety and trust so that the power of diverse thinking can be realized.

Commitment to Diversity & Inclusion

Firm-Wide Placements

Women and/or People of Color

Living our DEI Commitment

We are committed to helping our clients attract, retain and support a diverse workforce and develop inclusive cultures, an integral part of our expansion into Leadership Advisory and Diversity, Equity and Inclusion.

Advancing diversity, equity and inclusion is core to WittKieffer’s mission and we have developed partnerships with key industry organizations to create and support a future workforce of diverse executives who can make a meaningful impact in their organizations and communities. We’re proud to partner with and support the following organizations:

National Association of Latino Healthcare Executives (NALHE)

National Association of Health Services Executives (NAHSE)

Drexel University’s Executive Leadership in Academic Medicine (ELAM) Women’s Leadership Program

International Hospital Federation’s Young Executive Leaders Program

McKinsey Black Leadership Academy

National Association of Diversity Officers in Higher Education (NADOHE) The Equity Collaborative (WittKieffer was a founding sponsor)

Guided by our internal Diversity Council, we strive to create an equitable and inclusive environment within WittKieffer that attracts and retains a diverse team and allows every employee to reach their full potential. We offer a number of opportunities to advance DEI in the workplace, including enrollment in the eCornell Diversity and Inclusion Certificate program and DEI education series.

Chief Diversity Officers and Other Diversity Leaders

VIsit our website to see featured placements.

Firm Leadership

Over many years we have strategically built a talented and cohesive leadership team that envisions and ensures a brighter future for our firm. The following leaders work collaboratively to bring impactful leadership to our clients across the Quality of Life Ecosystem.

Andrew Chastain

President & CEO

Michael Castleman

Chief Growth & Transformation Officer

Sharon Higgins Chief Marketing Officer

Healthcare

Managing Partners and Practice Leaders

Paul Bohne

Donna Padilla

Life Sciences

Global Managing Partner and Practice Leader

Morten Nielsen

Academic Medicine & Health Sciences

Managing Partner and Practice Leader

Kimberly Smith

Information Technology

Managing Partner and Practice Leader

Hillary Ross, J.D.

Leadership Advisory

Senior Partner and Practice Leader

Susan M. Snyder

Not-for-Profit

Principal and Practice Leader

Julie Rosen

WittKieffer International Managing Director

CJ Bolster

Erin Lavelle Chief Financial Officer

Shazia Mian Chief Information Officer

Tiffany Morris Chief Human Resources Officer

Education

Managing Partner and Practice Leader

Zachary Smith, Ph.D.

Commercial Healthcare Services

Senior Partner and Practice Leader

Shelly Carolan

Physician Integration and Leadership Managing Partner and Practice Leader

Linda Komnick

Professional Search

Senior Partners and Practice Leaders

Elaina Genser

Jeff Schroetlin

Interim Leadership Managing Partner and Practice Leader

Brian Krehbiel

Legal and Compliance Senior Partner and Practice Leader

Werner Boehl, LL.M.

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