Tag: Leadership

From Scientist to Leader: How Danaher’s Sarah Kehoe, PhD, Gained Confidence in Her Career

While confidence is important for any professional, it’s essential for those who want to grow their careers and lead teams. Just ask Sarah Kehoe, PhD, Vice President, Execution & Process Excellence, Danaher Diagnostics (one of Danaher’s three platforms). Sarah intentionally sought out people within Danaher, especially female scientific leaders, who she could learn from to develop more confidence, while also pursuing growth opportunities to practice on the job.

Even from a young age, Sarah knew she wanted to make a difference in the fight against disease to improve patient outcomes. So after earning her PhD in molecular cell biology and working her early years at a cancer institute, it’s no surprise that she eventually landed at Beckman Coulter (a Danaher business) in 2010, and over time, worked her way up to the Chief Innovation Office for Danaher Diagnostics.

As Sarah’s responsibilities grew, so did her need for leadership training and development. Fortunately, Danaher is committed to developing future leaders who can turn ideas to impact and accelerate Danaher’s mission to innovate at the speed of life. The company saw Sarah’s leadership potential and invested in her.

Stepping up to become a leader

“Over the past 15 years, Danaher has invested a lot in my career development as a leader,” she said. “I’ve attended multiple leadership programs and have taken the Harvard Core Credential of Readiness ‘mini-MBA’ business course, which Danaher graciously paid for. Danaher also invested in me from a mentoring perspective, pairing me up with different leaders according to my development goals and targeted areas for growth. Some of these have included business presidents and general manager mentors that I met with quarterly.”

As Sarah’s career progressed, she also received timely coaching through Danaher’s Women + Friends Associate Resource Group, which gave her the confidence to write a 250-page proposal that won Danaher an $8 million BARDA award to develop AI algorithms for infectious disease applications.

“Without that coaching, I wouldn’t have had the courage to try,” she said.

Sarah’s numerous sponsors, mentors and coaches, including a former boss that became a “mentor of a lifetime,” left an incredible impact on Sarah’s career and her own personal and professional journey.

“I learned how to delegate, how to give real-time and fair feedback, and how to be more self-aware,” she said. “Most importantly, I learned how to be an effective and authentic servant leader, even in times of stress. By learning empathy-based and logical decision-making techniques, I was able to create a high-performing team without compromising my values of ensuring psychological safety and intellectual honesty.”

Sarah facilitating a patient panel at the 2023 Danaher Summit. “Danaher has taught me to get out of my comfort zone, ‘play big’ and reach for the stars,” she said.

Countering those “inner gremlins”

Based on her previous scientific roles, Sarah can definitely relate to other female leaders in STEM fields. During her career, she has encountered “imposter syndrome”—feelings of self-doubt and personal incompetence that persist despite one’s education, experience and accomplishments. But she never let these negative feelings stop her.

“One particular book—Tara Mohr’s ‘Playing Big’—which I was gifted through the Women + Friends Associate Resource Group, really impacted my career and how I deal with my ‘gremlins’ and inner critics that drain energy and cause self-doubt,” she said. “Those feelings never go away entirely but learning how to keep them in check so that you can be in the right headspace is essential to creativity and innovation. This is especially applicable but not limited to women.”

Would you fit at Danaher? What does Sarah look for in potential candidates?

“I look for people who are passionate and drawn to our mission to innovate at the speed of life for the purpose of improving the lives of patients around the world. Having a high emotional intelligence is also extremely important. It’s key to working well on teams as you chart the course and deal with ambiguity.”

Learning to play big

“During my time with Danaher, I’ve learned how to play big,” said Sarah. “I’ve found out how to shed fear. I’ve learned that even though you’re out of your comfort zone, you go for it and you grow—and you lean into becoming a leader, even if you don’t feel ready. Danaher supports you in getting you there.”

In fact, those times of stretching are now among Sarah’s favorite memories.

“Some of my proudest moments at Danaher were when I was pushed out of my comfort zone and when people believed in me enough to take a chance on me,” she said. “For example, in 2022 I was given sponsorship responsibility for Excellence in Innovation—an annual awards event where Danaher brings together hundreds of people from all over the world to celebrate our Diagnostic companies’ top science and technology innovators. I had to go on stage and read from a teleprompter, which I had never done before, to recognize the top innovators in the company, including a special award honoring the legacy of my former boss who had been a driving force in sparking a culture of innovation at Danaher, but had recently passed away from breast cancer.

In 2023 the stakes got higher when I was invited to moderate a patient panel at the “Danaher Summit: Diagnostics Insights to Impact” in front of 200+ executives and world-renowned scientists inclusive of Nobel Laureates, Danaher’s founders and Danaher’s CEO.

Watch Sarah moderate the panel, “The Access Odyssey: When Health Equity is Not Equal” at Danaher’s 2023 Summit

Confidence-building experiences like these are what keep Sarah happily growing at Danaher.

“I’ve been with Danaher 15 years because Danaher offers so many opportunities to grow and learn as a leader, while doing work that is helping to improve patient outcomes,” she said. “I’ve had many roles over the years and have influenced the creation of my own future roles by identifying business needs and pitching ways I can help. Danaher is very data-driven and uses logic in their decision-making, which my ‘inner scientist’ greatly values.”

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May 1, 2025
The Right Treatment at the Right Time: How Sarah Kehoe and Danaher Diagnostics Are Transforming Patient Care
Sarah Kehoe’s desire to help save lives through science started in an unexpected place—on horseback. Yet her youthful zeal led her to where she is today, part of a team leading innovation for Danaher Diagnostics and driving life-saving diagnostic testing for patients all over the world. What she didn’t know is that one of the lives that Danaher Diagnostics’ technologies would eventually touch would be her own.

As a teenager, Sarah spent several years giving riding lessons at Camp Fantastic—a week-long adventure camp for children with cancer. Sarah’s time with the kids sparked strong empathy for patients and a strong desire to find a cure for cancer, which motivated her to get a PhD in Molecular Cell Biology from the University of Florida.

Sarah Kehoe, Vice President, Execution & Process Excellence

Sarah’s journey to fulfill her youthful dream

After graduate school, Sarah started her career as a group leader in clinical genomics for the Dana Farber Cancer Institute, identifying cancer patients with druggable DNA mutations and matching them to treatments that would target those mutations. A few years later, she transitioned to industry—joining Beckman Coulter (a Danaher Diagnostics business) as a senior clinical studies scientist supporting genomics. In this role, Sarah worked with clinicians and researchers worldwide to sequence patient DNA and RNA, and bioinformatically analyze the data to reveal insights into genomic root causes of patient disease.

“I wanted to scale patient impact globally—beyond a single hospital’s patient population,” she said. “Since then, my journey has evolved to focus on additional disease states, not only cancer, because Danaher capabilities can help clinicians move the needle on many diagnostically preventable deaths. As I became a people leader, I realized it’s about force multiplication. The way to make an impact is by partnering as a team and growing future leaders, not followers. Together, we can play a bigger role than going it alone.”

After a series of career moves within Danaher, Sarah now serves as Vice President, Execution & Process Excellence within the Chief Innovation Office for Danaher Diagnostics (one of Danaher’s three platforms).

“My work involves leading innovation programs and teams focused on developing novel diagnostics for neurodegenerative disease, infectious disease and cancer to enable precision medicine,” she said.

For example, Sarah’s team has been involved in executing Danaher’s diagnostics-focused Beacons programs, which invest in pioneering academic research to impact human health.

Hear Sarah speak about how Danaher Diagnostics’ work is making an impact in the world

Seeing her passion turn into impact

Over the years, Sarah has seen Danaher’s technology at work in many exciting ways. One example was at the onset of the COVID-19 pandemic. At the time, Sarah’s team was using a blood analyzer from Beckman Coulter to do a sepsis study at Mass General Hospital in Boston. When COVID-19 hit and children started getting multisystem inflammatory syndrome (MIS-C)—a rare but deadly condition that can develop weeks after an initial SARS-CoV-2 infection—Danaher was right there to pivot and begin studies to understand why.

“Our principal investigators wheeled the instrument down the hall and started an IRB-compliant clinical study for MIS-C because they realized monocyte distribution width (MDW)—the same biomarker we were using as an early indicator of sepsis—is also an early warning light for MIS-C,” said Kehoe. “This led us to winning almost $1 million in BARDA government funding to do a MIS-C study in kids. This was all because of our principal investigator’s awareness of how our devices could help children with this rare condition.”

Sarah went on to co-author that MIS-C study in 2022.
Sarah (right) as a teenager giving riding lessons at Camp Fantastic.
Sarah and her son on a dinosaur excavation adventure.
Sarah facilitating a patient panel at the 2023 Danaher Summit. “Danaher has taught me to get out of my comfort zone, ‘play big’ and reach for the stars,” she said.
Closer to home: Becoming a patient herself

More recently, Sarah witnessed the pivotal role that diagnostic testing plays in improving patient outcomes in a much more personal way. In December 2024, she got a severe case of meningitis, which put her in the hospital for eight days.

“During that experience, I had a massively broad barrage of diagnostic tests run as part of my treatment plan, many of which leveraged Danaher’s diagnostic tests being run at the hospital’s core lab and at send-out reference labs, including IVD tests from Beckman Coulter, Cepheid and Radiometer,” she said. “This personal patient experience really solidified in my mind how heavily reliant clinicians are on diagnostics to save patient lives. Diagnostics provides a window into the biological problems going on in the body, and without this, doctors cannot intervene with the right life-saving treatments at the right time. After a brief medical leave, I returned to work with a renewed passion and sense of purpose for the work we do at Danaher every day.”

Coming full circle and looking forward to what’s next

Today, Sarah is back to full health and excited about the future. What started as a dream to help cure cancer, has led Sarah to where she is today—in a thriving, satisfying career that impacts lives all around the globe.

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April 28, 2025
Four Companies in 10 Years: Marcy Engelstein’s Dynamic Career Journey with Danaher

The secret to a thriving career is having access to the right opportunities. At any one time, Danaher has more than 1,400 open roles across multiple high-impact industries, with more than 15 businesses on six continents. Based on her own experience, Marcy Engelstein, VP of Marketing at Pall (a Danaher company), is a strong believer that Danaher is the place to find those opportunities.

During a recent discussion, Marcy shared how joining Danaher was a catalyst for her success.

What is your career background and how did you first come to Danaher?

I spent my first 10-12 years in academic research mostly around genetics and genomics topics. I worked at Harvard, MIT, and Mass General Hospital. I’m most proud of the fact that I was part of the global team that helped sequence the Human Genome in the 90s.

From there, I moved into an R&D leader role at Millipore Corporation (a competitor to Pall Life Sciences). I was there for 15 years, in various roles across R&D, project management and marketing before joining Beckman Coulter (a Danaher company) in 2014 as a Global Senior Marketing Manager for the DNA sequencing services business.

Tell us about your Danaher career evolution. What moves did you make between Danaher operating companies?

I have been with Danaher since 2014. I started at Beckman Coulter and then took a role at Danaher Diagnostics, then at Leica Biosystems, and finally at Pall, where I am today.

My first internal move came about in an interesting way. I met with a colleague who was starting up an innovation team at Danaher. Her team’s goal was to look at the impact of new technologies and market shifts over a longer horizon (about five to 20 years), to identify opportunities or threats to our business and help Danaher companies prepare for what may come in the future.

Her team’s objective was very intriguing to me, so much so that I suggested she would need to add marketing muscle to her very technology-heavy team, and when she was ready, she should reach out to me. That actually happened about a year later. I was in that Danaher role around three years and really enjoyed it; but I missed having a more near-term impact. With that in mind, I set my sights on returning to a marketing role with product and sales support responsibility. While facilitating a DBS (Danaher Business Systems) course, I met an associate who connected me to a role in Leica Biosystems (another Danaher company) as Marketing Director for Staining Reagents.

What prompted your move from Leica Biosystems to Pall?

While I was at Leica overseeing marketing for staining reagents, Pall reached out to me via Danaher Go (a program that helps Danaher hire from within). Pall’s Aerospace business unit was seeking its next head of Marketing. At first, I was skeptical since the Aerospace market was very unfamiliar to me. My career had been centered on life science and diagnostics businesses. What convinced me to join was the challenge and opportunity of the role, the passion and collaborative nature of the associates I met through the interview process and the comfort of knowing I was already familiar with the DBS tools and business processes I would need to excel. Plus, having been at a Pall competitor for so many years, I felt my knowledge in the filtration space would support my transition.

Marcy and family at their annual beach vacation.

Marcy and her family on vacation exploring Hawaii in 2021.

How does Danaher make finding a new role easier?

Danaher offers the Danaher Go program which encourages associates to explore roles across Danaher confidentially. Through the program, associates can explore potential new roles and it has given me the confidence to explore new opportunities that stretch my skills. This, along with networking with other associates while facilitating Kaizens, helped me move between different roles at Beckman, but also helped in my move from Beckman to Leica Biosystems and then to Pall.

What’s next for you?

With upcoming retirement, and soon-to-be empty nesting, my husband and I plan to relocate from Massachusetts to the Colorado mountains. I have come to love hiking, skiing, biking—anything outdoors—which were not activities I participated in growing up. Our intent is to be outdoors every day, doing some fun and active endeavors.

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February 12, 2025
Advancing Oncology Diagnostics: Rob Monroe Discusses Making an Impact as a Chief Scientific Officer in Oncology at Danaher Diagnostics

Rob Monroe joined Danaher over two years ago as Chief Scientific Officer (CSO) in oncology and Chief Medical Officer for Leica Biosystems. Throughout his time with Danaher, he has worked with leadership and other teams to innovate oncology diagnostics. Hear his experience with Danaher in his own words.

Briefly introduce yourself and how long you’ve worked with Danaher. Tell us about your role.

I’ve been with Danaher for two and a half years. I’m a pathologist by training. I’m MD and PhD trained, and then I did residency training and pathology and worked in the clinical world as a practicing pathologist for a few years before I moving into industry work.

I joined Danaher with a dual role as CSO for oncology for the diagnostics platform and medical officer for Leica Biosystems.

What prompted you to make the leap from a clinical role to industry?

I really wanted to be involved in something more innovative and science-focused beyond the straight practice of pathology. That really spurred me to look into areas of industry where my training could be valuable to the types of products and innovations that were being developed in the diagnostics industry.

Can you share any standout parts of the work that you’ve done in the last two and a half years? Any projects you have been a part of that you’re really proud of?

It’s been really exciting to work with leadership in different areas of the company and share my vision for becoming more innovative. I’ve had the opportunity to set up some really exciting collaborations.

For example, with Yale University and one of our scientific advisory board members, we set up a Beacon project to develop a test for an exciting new therapy for breast cancer patients. So that’s one that I’m really excited about.

What do you think the future holds for your career? What are you looking forward to in the industry?

What I’m really excited about is building capabilities within Danaher that don’t exist now, which can help us to really advance and accelerate the development of really impactful diagnostics. I’d love to see these tests coming through and making an impact on patients’ lives.

Is there anything else you want to share with future candidates about working with Danaher?

One area is the way that Danaher goes about doing things. It’s extremely valuable not just for people who are business oriented, but people who want to apply and learn how to run groups and how to develop products. I think the Danaher Business System is a great part of the experience of Danaher that really adds to the culture and the richness of the experience here.

Advance Life-Saving Research

Whether you work in oncology diagnostics at Leica Biosystems or serve in one of Danaher’s 15+ businesses, you have the chance to do work that impacts the lives of millions of people globally. A career at Danaher means collaborating with dedicated and caring experts to unlock the future of science and technology.

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January 28, 2025
Bringing Together Diverse Perspectives to Do Good: Ephraim Tsalik Discusses Making an Impact as the Chief Scientific Officer for Infectious Diseases at Danaher Diagnostics

When Ephraim Tsalik transitioned from academia to Danaher, he had the chance to combine his infectious disease expertise with teams across various Danaher operating companies. His work aims to accelerate medical product advancement and improve the future. We met Ephraim to discuss his experience and future goals.

Tell us about your role and what your day-to-day looks like.

My role is chief scientific officer for infectious diseases for Danaher Diagnostics.

Before joining Danaher, I was in academia. I was a tenured associate professor at Duke University, and now I maintain an adjunct appointment there. I’m an infectious disease physician by training, and I still do clinical work at the Veteran’s Affairs (VA) hospital in Durham, North Carolina.

In my role at the platform, I have the privilege of getting to interface with a lot of different stakeholders that are both internal and external to figure out what opportunities we should be pursuing.

Do you like the work that you’re doing?

I love it. It’s a lot of fun.

I came in part because I have something to give, but I also have a tremendous amount to receive just working with people who are thinking about the marketing components, the technical components, the commercial elements, and just having all of those different perspectives come together so that we can ultimately advance a product that does good in the world, but also is sort of constrained by the realities of how you make something that people are actually going to use and buy.

What are you looking forward to in your career at Danaher?

One of the things that seems to be shifting to some extent at Danaher is that there’s a recognition that if we’re only focused on the next few years, we’re going to miss out on the activities that we need to start now in order to really innovate and drive the field forward five years from now, seven years from now, 10 years from now.

Given that recognition, there are mechanisms to help enable some of that earlier-stage research, like the Beacon programs, which are opportunities to engage with external collaborators — typically in academia — to help cultivate some of the research that they’re doing with an eye on bringing those discoveries internally to Danaher to develop the products of the future.

Is there anything else that you would like to share for future candidates?

One thing that I wanted to mention for people who may be looking at a similar transition from academia or the clinical world into industry: Danaher is a place that very much embraces the idea of maintaining that visibility. In Danaher speak, going to Gemba, going to where things are, where the things are happening — I found that really valuable to maintain that connection so that I could continue to be a voice of the customer for the company.

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January 7, 2025
Accelerating Growth and Fostering Innovation: A Conversation with Tiffany Murphy, Radiometer US Commercial General Manager

At Radiometer, part of the Danaher family, leadership is all about driving continuous improvement and empowering our teams to shine. We sat down with Tiffany Murphy, our US Commercial General Manager, to hear about her unique management style, how the Danaher Business System (DBS) supports her work, the exciting changes she’s led, and how Danaher has invested in her journey.

Photo: Tiffany Murphy and her family

Adapting Leadership to Empower Teams

“I flex my leadership style based on the associate’s needs or situation. However, the style I align closest to is the ‘transformational leader’ – focused on continuous improvement and empowering the team to be problem-solvers. As a leader, I think it’s imperative to go to gemba or “where the work happens” to deeply understand the state of the business, the customer experience, or the challenges that my organization is facing. Then, I ruthlessly prioritize the most critical areas of opportunity!”

Tiffany believes in being flexible and adaptable, tailoring her leadership to meet the unique needs of her team and the challenges at hand. By embracing a transformational leadership style, she creates an environment where everyone feels empowered to innovate and tackle problems head-on.

Leveraging the Danaher Business System for Excellence

“Danaher, and thus Radiometer, is built on the foundation of the Danaher Business System (DBS). It is the ‘how’ we do our work. When we apply the principles of DBS, we expand our capabilities, improve our processes, execute at a higher level, and sustain performance. This ultimately gives us a unique competitive advantage.”

DBS is at the heart of Radiometer’s operations. By consistently applying DBS principles, the team enhances processes, drives continuous improvement, and maintains high performance, giving Radiometer a unique edge in the healthcare industry.

Driving Growth and Enhancing Experiences

“We are driving significant growth through improving our commercial rigor and execution, expanding our teams, and working on improving our overall customer AND associate experience. “Under Tiffany’s leadership, Radiometer America focuses on robust growth by strengthening commercial strategies, growing the team, and enhancing customer and associate experiences. These initiatives ensure that Radiometer continues to meet the evolving needs of the healthcare sector while providing a supportive and dynamic workplace.

A Journey of Professional Growth within Danaher

“I have essentially grown up at Danaher and will celebrate my 25^th year soon. I have progressed my career through experience at three different Danaher Operating Companies. I have been afforded the opportunity to attend many leadership development programs, received valuable coaching from many great leaders and mentors, and gained my MBA with the tuition assistance program. My family has been blessed by the opportunities I have gained here.”

Tiffany’s 25-year journey with Danaher highlights the company’s commitment to nurturing talent. Through diverse experiences, leadership training, and educational support, Danaher has played a crucial role in her personal and professional growth, enabling her to lead Radiometer with expertise and passion.

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November 22, 2024
Meet Danaher’s Chief Data and AI Officer

We spoke with Martin Stumpe, PhD, Danaher’s newly appointed Chief Data and AI Officer, about the future of AI in healthcare and life sciences.

Martin Stumpe has built a career around imagining and building new technology to solve complex human problems. He’s served as the Chief of AI at precision medicine company Tempus, founded and led Google’s Cancer Pathology project, contributed exoplanet-detecting algorithms to NASA’s Kepler mission, and worked at Stanford University on protein folding simulations.

Now, Martin is stepping into his latest role as the Chief Data & Artificial Intelligence Officer at Danaher, where he leads the company’s AI strategy, capability development and execution. We spoke with Martin about his first several months at Danaher, his vision for what AI can do to power the future of healthcare and life sciences, and how he plans to turn those visions into reality.

What compelled you to join the Danaher team?

Simply put: the opportunity for immense impact on healthcare. My background is as a technologist but I have always been interested in healthcare and life sciences. Perhaps nowhere else is there such tremendous potential for good data, well used, to make our systems run smarter and to make us all healthier. Danaher’s exceptional portfolio of companies across diagnostics, life sciences and bioprocessing is an immense platform for positive impact on human health and lives. We have the devices, the global install base and the assays, plus the world-class operational excellence, to make one of the most meaningful plays in the healthcare space when powered by the right technology. I couldn’t resist the opportunity to make that vision real.

What are the unique challenges in applying AI to healthcare and life science?

AI cannot solve problems in a vacuum. In order to develop AI and impact in the real world, many factors need to be considered. This includes creating the right data that is of the quality and quantity to be fit-for-purpose for AI. Similarly, the outputs of AI need to be integrated back into the real world, via thoughtful integration into workflows, products, and human processes. In healthcare and life sciences, additional challenges such as regulatory processes, reimbursement, and legacy systems have to be overcome. Consequently, there are a lot of medical AI algorithms out there that aren’t getting used, and a lot of datasets that aren’t being leveraged. We are starting with the end in mind and take a holistic approach to building and leveraging AI towards real impact. This also includes building the organizational readiness and change management infrastructures to make end-to-end integration feasible.

Where do you see the greatest promise for building out Danaher’s AI capabilities?

There are several areas where we are working on using AI to improve productivity or products across Danaher. To name a few representative examples that we are quite focused on at the moment:

Danaher has a large portfolio of imaging instruments across life sciences and diagnostics. With modern computer vision and multimodal AI, we have the opportunity to increase the insights users of our instruments are getting from these devices. This includes more accurate image analysis, and contextualization of image data with non-imaging modalities to, as one example, achieve a multimodal understanding of the spatial and molecular features of the tumor microenvironment. This can lead to actionable insights for the development or application of immunotherapy in various cancers. In the life sciences, similar insights can help to shed light onto drug mechanisms of action for further improvement.

Another area where we see tremendous potential is leveraging in silico approaches to design and optimize molecules, such as ligands with higher affinity in chromatography or more stable mRNA, or antibodies with specific properties in diagnostic applications. This is also an area where the integration between AI and the wet lab validation in the real world needs to be well designed, in order to facilitate a tight feedback cycle for rapid iteration. Ultimately this will help reduce the time to market and cost of designing new drugs – especially advanced therapies – and set the stage for automated yet personalized drug development.

Last but certainly not least is how Danaher uses AI to run more smoothly as an organization. We already see many examples of how AI can increase productivity in our everyday lives – such as information retrieval and synthesis, data analysis, or content creation. We see a lot of opportunities across Danaher to bring similar powerful tools into workflows across many areas to assist our associates with various administrative tasks. Not surprisingly, having high-quality and connected data is a key requirement to unlock the true potential, so we are investing into this area to maximize the impact we will achieve.

What are the biggest risks your work faces?

Truly transformative technologies solve entire problem classes for humanity. The internet “solved” information access. Cell phones “solved” communication. AI has that same potential in healthcare and life sciences – but we need to think at just the right scale. If we choose only small problems to solve, we will achieve only incremental change. If we think too big, we risk getting lost in an infinite number of opportunities – some of which might even be solutions to problems that don’t really exist or have meaningful impact on people’s lives. So we need to be incredibly thoughtful about how we set boundaries on the problems we solve. Think big, but track progress along the way and adjust where necessary.

What’s your first step?

My first focus is our people power. This means building up our talent pool, both by nurturing internal talent and looking beyond our walls for people to bring in as employees and collaborators. We already have a robust program of collaboration through our Beacons program, which continues to be a fruitful source of brilliant ideas. There are other areas where we are making significant investments in building out our AI capabilities, including in data and in infrastructure for AI. And I’m looking forward to our Danaher Summit – this year focused on AI’s role in predictive R&D – and its ability to gather experts across the entire ecosystem, from academia through industry and beyond.

What inspires you most about being at Danaher?

I have been consistently impressed by the people at Danaher. The culture here emphasizes continuous growth, humility, and mission-driven teamwork, which is a crucial foundation for the challenging and important work we have ahead of us. I am enthusiastic about driving real impact with this fantastic team.

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November 18, 2024
Making a Difference Every Day: Eduardo Marin’s Journey at Radiometer

At Radiometer, leadership is about more than just managing teams—it’s about making a meaningful impact on our associates and the customers we serve. Eduardo Marin, Regional Director of Human Resources for the Americas, embodies this philosophy through his dedication and personal experiences. Here’s a glimpse into Eduardo’s inspiring journey and the larger impact Radiometer is making in the healthcare industry.

A Personal Connection to Radiometer’s Mission

“My name is Eduardo Marin, and I’m the Regional Director of Human Resources for the Americas Region at Radiometer. I take great pride in my work, as it allows me to make a difference in the lives of Radiometer associates and customers. Let me tell you a bit about why my work is so meaningful to me.”

Eduardo’s commitment to Radiometer goes beyond his professional responsibilities. A few years ago, he and his wife welcomed a beautiful baby girl into the world. However, soon after, they were faced with the challenging reality of their baby spending several weeks in the NICU due to premature birth. During this difficult time, Eduardo witnessed firsthand how Radiometer products played a crucial role in acute care diagnostics. Radiometer transcutaneous monitors provided vital information about his daughter’s oxygen levels and breathing patterns, offering his family much-needed peace of mind.

“This experience had a profound impact on me and made me realize the importance of the work that we do at Radiometer. In my role, I’m responsible for developing strategies that attract, hire, develop, and engage our fantastic associates. Building strong teams, seeing our team members grow, and partnering with diverse associates helps us achieve our goals and provide the best possible products and services to our customers and patients.”

Building Strong Teams and Supporting Growth

Eduardo’s role involves creating strategies that not only attract and hire top talent but also foster the growth and development of our associates. By building strong, diverse teams, Eduardo ensures that Radiometer continues to deliver exceptional products and services. His dedication to employee engagement and development is key to maintaining our high standards and achieving our mission.

“For me, my purpose working at Radiometer is more than just a job – it’s about giving patients and their families comfort and confidence that our products help healthcare professionals make the best medical decisions. I’m grateful for the opportunity to make a positive impact on people’s lives, and it’s what keeps me motivated to do my job every day.”

A Mission-Driven Career

Eduardo’s story is a powerful reminder of why Radiometer exists: to improve patient care through innovative healthcare solutions. His personal experience in the NICU reinforced the critical role that our products play in helping save lives and providing peace of mind to families during their most vulnerable moments.

Radiometer’s commitment to excellence is driven by leaders like Eduardo, who bring both professional expertise and personal passion to their roles. His journey highlights the profound impact that dedicated individuals can have within our organization and the broader healthcare community.

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October 19, 2024
Riding on a Rocket Ship: Shwanna Tauriac on Teamwork and Leadership through Cepheid’s Growth

Why does Senior Sales Director Shwanna Tauriac compare Cepheid to a rocket ship? Because the company’s rapid growth has brought exciting changes—just the sort of challenge Shwanna was looking for in her career. In this interview, Shwanna reflects on her path to Danaher, why an open approach to leadership is best, and the bumpy but exciting road ahead.

What’s your role on the Cepheid team?

I’m the Senior Director of National Accounts. My sales team consists of seven people managing the largest Integrated Delivery Networks (IDNs) in the U.S., including government, Group Purchasing Organizations (GPOs), and National Reference Labs.

Cepheid is growing so rapidly that in addition to coaching the team to secure business and all that fun stuff, I also help to build and improve internal processes. As a manager, my job is to move the ball forward by helping people with suggestions and coaching. For example, if I want my team to reach out to CEOs, I give them the right tools to empower them to feel comfortable speaking with that type of customer.

Also, during this time of COVID, I often worked with the teams to help when customers are upset about their allocations or other issues. The customers all want things yesterday, but we only have control of what we can control. It has really been both challenging and rewarding—for myself and my team—to have those tough discussions while still maintaining relationships with the customers.

Tell us about your journey to Cepheid.

I am a microbiologist by degree. I’ve always been a science and math geek; it just came naturally to me. And I’ve always been a people person. I come from southern Louisiana, where people are warm, friendly, and full of sunshine. But when I graduated and went to work in a lab, everybody was an introvert. I was like, “Yeah, my bacteria don’t talk back. I’ve got to do something different.” So I started a sales position with VWR International and learned about distribution.

But my career really grew when I began as a sales consultant at Becton, Dickinson and Company (BD). Sales was a great marriage between my technical abilities and my personality. At BD, they identified my potential early on—especially my talent with strategic accounts and maintaining high-level relationships—so I went through a leadership development program and eventually got management and capital sales experience.

When the opportunity at Cepheid presented itself, I honestly wasn’t looking. It just seemed like such a great chance to join a high-growth company that felt like a rocket ship. Because Cepheid is growing so rapidly, there are a lot of things that still need to be worked on here. It’s an opportunity to take my experiences from all the divisions and companies I’ve worked for and build a national strategic account team.

My first role at Cepheid was as a Regional Director of strategic accounts. This role gave me the opportunity to learn the organization, the people, where they were, what we needed to work toward. I felt comfortable enough to articulate my desire for growth to my manager and the coaches around me, and we made a plan. Within 12 months I was promoted to a senior director.

And if I ever outgrow Cepheid, I know there will always be other positions within Danaher I could go to and still stay in the family. That sense of family is important to me.

Tell us a little bit more about your leadership philosophy.

As they say, “My hustle game is strong.” If you tell me, “Hey, I need your help out here,” I’m going to be with you. I think people respect when they see that you work really hard. I try to be the best advocate I can for my team.

Communication is important, and so is being as open to learning from others as they are to learning from me. For example, we recently reorganized the strategic account teams, and there was a gentleman on my team who filled in during the transition. His style of working with customers wasn’t what I would have done, but his approach has proven to be successful. That was totally exciting for me to see and to learn from.

I know I have my own unique way of selling and doing my job, and I believe in that type of autonomy because I think it brings creativity. My way isn’t always the right way, but if we all get where we’re trying to go, I’m all good.

What’s challenging about your job?

Change management is probably the most challenging part of my job. Cepheid was a startup that allowed for a lot of flexibility. Now that the organization is growing and becoming more of a corporate entity, a lot is changing. For example, executive-level leadership doesn’t have time to work on every single deal anymore, and you can’t go to them whenever you want. We have a chain of command, and we’ve had to develop new approval levels and systems to accommodate this shift. Adapting to these new processes has been challenging, but we are making it through!

As a manager, I try to help my team with the changes by having open conversations. I believe people should be happy. We spend a lot of our waking hours at work; we should be happy there. And at the end of the day, if someone isn’t happy, they’re not going to give their best. We both have to be all-in for this to work.

Also, as we change, we’re developing better processes and systems to accommodate our growth. It’s a challenge, but it’s exciting, too. I appreciate the fact that we’re building the plane while we’re flying because I get to be creative. When I interview candidates, I like to be up-front and honest. I don’t want to waste their time or mine putting on a front or a show. I want to be real. I’m like, “Hey, I need help building this plane, so if you’re in, let’s do it.”

Looking at the future for you and for Cepheid, what are you excited about?

Building strategic excellence—we don’t have that yet. It’s exciting to really build a program, to find teaching and learning opportunities for our teams, and ask, “How do we continue that process? How do we help them continue to develop?” I often say these types of things aren’t one-and-done. You constantly have to work toward them and learn more.

Part of building strategic excellence is choosing the right people. Strategic thinking requires you to not only look at today but five and 10 years down the road. The win in strategic accounts is building that relationship, not getting the PO. The POs will come.

Honestly, Cepheid is a great company. We have a great product, and we are really going places because innovation is a good part of our repertoire. Of course building processes comes with challenges and hurdles. But once we get there, it’s going to be fantastic. And the journey is great, too. People just have to want to be a part of the ride.

Interested in joining Shwanna and the rest of the Cepheid team? Check out open roles or join our talent community today.

October 11, 2023
How Cytiva’s Fast Trak Team is Making a Difference

In an industry driven by scientific breakthroughs and new drug discoveries, Anne-Cécile Potmans and her Fast Trak team are helping Cytiva customers who manufacture life-saving drugs make their processes better and faster. Below, Anne-Cécile reflects on what brought her to Danaher, explains some of the exciting projects Fast Trak is tackling, and shares what she does to encourage creativity on the team.

What do you do at Cytiva?

I’m the general manager for the Fast Trak organization within Cytiva, an operating company that’s part of Danaher’s Life Sciences platform. Cytiva supports customers who research and manufacture pharmaceuticals, and Fast Trak’s role in that work is threefold. We offer training and education to help our customers upgrade their bioprocessing skills and processes, we optimize their processes to address any challenges they’re facing with drug process development, and we handle what’s called “bridge manufacturing,” producing materials for use in clinical trials. The therapies our customers are creating will save lives, so our goal is to help get them to the market as quickly and safely as possible.

Tell us about your background and what brought you to this role.

I’m an engineer by training, and I started my career as a management consultant in France, working for companies in the biopharma and biotech space. After six years there, my husband and I decided to move to Sweden—my husband is half-Swedish—thinking we’d just try it out. But we’ve been here for 10 years now.

My work is definitely a reason we’ve stayed; so is Scandinavian culture, which I really respect for equally valuing men and women—both at home and at work. When we moved, I joined GE’s Life Sciences division, which is now Cytiva, and I’ve had many opportunities over the years to take on more responsibility and build new skills. Most recently, I was part of a four-year leadership accelerator at GE similar to Danaher’s General Management Development Program, which taught me a lot not just about leading a team, but about the companies we work with.

I took the Fast Trak GM role after my last rotation in that program, about a year ago now, and then continued in the role once we officially joined Danaher and became Cytiva.

I think we were all excited leading up to the acquisition, but it’s still been incredible to see everything this team has accomplished in just a few months—especially in the midst of a global pandemic. We’re simultaneously launching new products, supporting COVID-19 research, and completely rebranding the company. I don’t know of many companies that could produce such results under these circumstances, but we are fortunate to have some really amazing people at Cytiva.

Innovation is a big part of your work. What enables it?

Two things: collaboration and culture. Sharing ideas between teams is critical to what we do, because even getting to the same outcome will take much longer if we’re working in silos. Fast Trak is a global organization—we have locations in China, the US, EMEA, India, and Korea—so we hold regular technical meetings with associates from each site to make sure we’re learning from each other by sharing what’s working and the challenges we’re facing. We also collaborate across functions, so commercial, product management and R&D are all working together to improve our customers’ products and processes.

Fibro chromatography, a new technology Cytiva is developing, is a recent example. It combines high capacity with high flow rates, which substantially reduces purification times in research and product development, and provides a single-use solution for manufacturers. Our EMEA organization took the lead, driving the analytical work and coordinating efforts, while our team in Korea made new monoclonal antibodies for each center to test. And while R&D developed the new technology, Fast Trak is developing a service to help our customers evaluate and implement this powerful tool.

These advancements are possible thanks to the synergy between teams, as well as the constant support of Research and Development and Product Management.

They’re also due to the culture of innovation we’re creating. To me, that’s about making sure team members feel comfortable taking risks. Of course, there are situations where we want to minimize risk entirely—but if you want to do something new, accepting the possibility of failure is part of the job. It’s when we take risks that we make the most important discoveries.

What do you do to encourage a culture where people feel safe to take risks?

Part of it is the nature of our work. When customers come to us, it’s because they have a problem they haven’t been able to solve on their own—so we know we aren’t going to make much progress if we don’t use our expertise and get creative. And everyone on the team likes a challenge; that’s why we’re here in the first place.

I think it’s also about communication and making sure we celebrate risk-taking. Fast Trak has quarterly awards for team spirit and for execution, but also for innovation. We recognize lessons learned as valuable in and of themselves because they all contribute to the eventual solution.

The company culture supports that mindset, too. For example, there’s a Cytiva program called Innovation Accelerator where employees can pitch creative ideas around a specific theme—the first one was sustainability. And it’s not a theoretical exercise; you have to explain what you’d need in terms of funding and people as part of your pitch, and the ideas that are selected get support. There are six projects in progress so far, and I’m excited to see not only what they accomplish, but how their example encourages even more innovation. It’s a great way to ensure that good ideas get heard and that everyone knows they can make a difference.

What else are you excited about in the months and years ahead?

I’m excited about learning more tools and processes in the Danaher Business System; I think the continuous improvement approach will be helpful in building efficiency both internally and for our customers. DBS can be daunting, but Danaher’s team has taken a smart approach, introducing us to it gradually so we can build our muscles and focus on the areas that are the highest priority.

Our work on innovative process development never ends, so I’m also looking forward to seeing what advanced technologies such as AI might mean for our work. Of course, most exciting of all is seeing the impact we’re having every day. Fast Trak’s work is a piece of the much larger puzzle. When we improve customers’ processes, they can make and distribute therapeutics that much sooner, and run their clinical trials that much more effectively. And that really does save lives.

Interested in joining Anne-Cécile and the rest of the Cytiva team? Check out open roles across Danaher or join our talent community today.

October 5, 2023