Tag: research & development

  • Gerardo Gutierrez on Helping Scientists Solve Problems

    Gerardo Gutierrez on Helping Scientists Solve Problems

    After spending most of his career on the bench leading R&D projects, Gerardo Gutierrez initially wasn’t sure about switching to sales. But at Cytiva, he’s realized R&D and sales have more in common than he imagined—and it all comes back to helping patients. Gerardo reflects on joining the company during COVID-19, shares his experience in Danaher’s LatinX + Friends Associate Resource Group (ARG), and explains what he’s working on going forward.

    First, what do you do at Cytiva?

    I’m a sales specialist for our Biacore instruments, which means I support our customers—researchers at universities and biotech and pharmaceutical companies—who use our technology to develop new therapies. Biacore machines allow them to study the interactions between molecules in real time. If they want to test a new drug, for example, they can see exactly where, and for how long, antibodies stay bonded to a specific protein. A group of scientists that helped develop one of the COVID-19 vaccines last year used our instruments to verify parts of the virus and characterize its binding territories.

    It’s my job to talk with customers about the experiments they want to do, then use my knowledge on Biacore and the science behind it to advise them on which option will give them the best results. Essentially, I get to help scientists solve problems so they can help their patients. That’s my passion, and I’m so thankful I get to be part of work that matters.

    So I knew it was a great company and a great product. But when the opportunity to join came up, I was still a little worried at first; I’d spent 12 years on the bench, and I wasn’t sure if sales was the right move for me. Then I started having informational interviews with some of the managers, and I realized how similar the work was to what I’d done at UGA, when I was designing experiments. You talk with researchers to understand their needs and their short- and long-term plans, and then you partner with them to help them succeed.

    What’s challenging about your job?

    Right now, because of COVID-19, we can’t meet face-to-face with our customers. But I think that’s a challenge we’ve been able to turn into some great opportunities. For one thing, I cover a lot of territory, and I can reach more customers remotely than I can in person. And when I schedule calls, I try to get the whole team together—the account manager, the application scientists, the field engineer, and me. That way we can all meet the customer at the same time and answer any questions they have right away. We call it “showing Cytiva muscle”! I think it’s helped customers be confident in our team and the products we offer.

    What’s the culture like on your team?

    I first joined in August 2020, so I’ve been working from home so far—and I’d always wondered how that would work in terms of getting to know your colleagues. But we have so many tools we can use to communicate, I actually feel very close to my team. Once a week, we get on a call and go outside—you can walk, garden, whatever you want to do—and just chat about anything except work. One of my teammates was growing chili peppers, so I gave him a recipe. Little things like that really bring us together, even though we’re all remote. 

    Tell us about getting involved in Danaher’s LatinX + Friends Associate Resource Group.

    I’d never had the chance to join a group like this before, so when I first heard about it I thought, “Well, let’s see what I can learn.” And it’s been great. We’ve had events like salsa lessons, which I never expected at work. But the ARG is also a place to share our struggles and successes—and our ideas. We help each other with our personal growth plans, which is something everyone at Danaher updates with their manager every six months. Being new to the team, it’s been so helpful seeing how others develop and present their plans.

    The ARG has also given us an opportunity to share our culture, costumes, and language with other associates—and to know that’s appreciated here. A lot of companies have mission statements around inclusion, but at Danaher and Cytiva it’s not just words. You see it in action. English isn’t my first language and I have an accent, so I’ve sometimes felt shy. But I’ve realized that people on my team are truly interested. They want to hear about how to prepare a certain dish or pronounce a certain word. That gives me more confidence and makes me feel like I belong.

    Additionally, with everything becoming increasingly global, it’s more important than ever for all of us to learn about different backgrounds. Inclusion is something we should be proud of and discuss on a daily basis. It helps everybody.

    What’s next for you?

    There are so many opportunities to grow. It’s hard to keep up! Not only within Cytiva, but throughout Danaher. One thing I appreciate about working here, though, is that it’s not just the classes you can take and the tools you can learn. It’s the guidance you get. It’s kind of the best of both worlds—I feel a little like an entrepreneur in my job, because I’m in charge of my own business and territory. And I’m in charge of how I want to develop my career, too. But I also have so many people who are there to help.

    I’ve been interested in marketing, for example; I like the idea of reaching people who aren’t yet aware of our technology but could really be helped by it. So I shared that with my manager, and within a couple of days she suggested a class I could take and put me in touch with some people I could learn from. I feel like whatever I decide to do, I’ll have people supporting me and pointing me in the right direction.


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

  • Global Team, Personalized Support: Learning and Growing at Radiometer

    Global Team, Personalized Support: Learning and Growing at Radiometer

    Whether it’s parenting during a pandemic or helping her globally distributed team transition to working entirely from home, the last year has offered no shortage of challenges for Kirti Bhogle. But thanks in part to Radiometer’s supportive culture, she and her colleagues have been able to take those challenges in stride. Below, Kirti shares what drew her to the company, what she’s learned as a manager during COVID-19, and what she’s excited about in the years to come.

    What do you do at Radiometer?

    I’m a manager in the software department of our Research & Development organization; we work on developing new medical and in-vitro devices. It’s my job to plan projects and establish the process we’ll follow, then keep things on track for release. That includes a lot of stakeholder communication—collaborating closely with our colleagues on the hardware side in Electronics, Mechanics, Chemistry, Compliance, and QA to understand what they need, and then translating those requirements at the product level. Because Radiometer makes diagnostic equipment and other devices used to treat patients, we must meet precise standards. We can build in all kinds of fancy functionality, but it won’t matter if it doesn’t meet regulations or keep people safe.

    From there, my job is really about mentoring my team and helping them execute, whether that’s giving them clarity on a task or just asking if they have any hiccups and removing impediments to their work. We have close to two dozen people, half here in Denmark and half in Bangalore, India, where Radiometer has a development center, and we also sometimes interface with a project team in San Diego at SenDx, which is another one of Danaher’s businesses under Radiometer America.

    Tell us about your background and why you joined the team.

    I studied computer applications in India, where I’m from, and after I finished my master’s I started working for a consultancy there, managing a team that worked for various clients. One of those clients was based in Denmark, and I ended up moving here for a year to work on a project. They asked me to stay as an employee, but I wanted to go back home and start a family.

    I did, and my son was born in 2009, but it was tough—I was working 12 to 14 hours every day, and I felt like I wasn’t giving him enough time. I knew from living in Denmark that the norms around work-life balance were very different, so I got in touch with the company I’d been at before, and they offered me a position. I worked there for several years, and then Radiometer reached out. At the time, they were just starting to build the distributed team in both Denmark and India, and they thought I might be a good fit.

    It was a completely new domain for me; I’d never worked in medical devices. As I learned about the product, I was intrigued. I remembered having to get blood tests when I was pregnant, and how critical it was that those results were correct. I liked the idea of being able to contribute to that process in some way and make a difference.

    What’s learning and development like at Danaher—especially when you’re new?

    I feel like the company has really invested in not just what I need to complete a project, but my own personal development. When I joined, there was a well-defined onboarding plan, and it was customized to my background. I had a lot of mentoring from not only my own manager but the specialists we work with in project management and compliance. And the guidance went beyond just a few hours of training—it was continuous support until I felt completely confident on my own. There are also a lot of opportunities to learn new tools and skills here, not only through the Danaher Business System but externally as well. For example, when we decided to implement a SAFe workflow, which stands for scaled agile framework, I was able to get certified and do a six-day training.

    I started at Radiometer as a project manager, and I’ve also had a lot of support moving into my current role—even in terms of deciding whether I wanted it at all. My boss and the management team thought I could succeed in a people management role, but they didn’t push or just throw me into it. We talked about what it would take, the challenges I’d face, and the training I’d need, especially managing a team that’s located all over the world. I decided to go for it, and now I’ve brought on my first new team member and we’re in talks about expanding the team further.

    Tell us about some of your challenges.

    One that comes to mind is shifting from a kanban workflow to a scrum-based system, and then to SAFe. That was a couple of years ago, when I was in the project manager role, and there were a lot of reservations at first. We have a wide variety of experience on our team, including some associates who have been with Radiometer for decades and were used to a certain process. Plus, we were on a deadline to deliver a project, so people worried about changing the process and structure.

    I think what really helped was the message from management that it was okay to fail. My manager was very much an ambassador for SAFe, but we still framed it as something we’d try for one release. If it succeeded, we’d expand from there. And that’s exactly what happened—we established the foundation, and the rest of the department is now making the same transition.

    Another challenge has been bridging the cultural gap in terms of geography. Here in Denmark, people tend to be quite upfront, whereas in India, people might not argue with someone more senior to them out of respect, even if they don’t actually fully agree. And of course, we all have different personalities, which can also create communication gaps. I remember we did an interesting exercise during a team-building workshop—we gave everyone the same sentence, and then each of us shared how we interpreted it. Our answers were so different! I think experiences like that have helped us open up a bit to understand and celebrate our differences. Before the COVID-19 outbreak, we also made sure to travel at least once per quarter; the team in Copenhagen would visit the team in India, or vice versa. We also had a company-sponsored “ONE team” event in Dubai for a week, where both teams participated. That time being face-to-face and solving problems together is so important.

    What’s different about leading a distributed team during COVID-19?

    The pandemic has definitely prompted me to adjust my leadership approach. Some of it is logistical, like arranging for shipping when an associate needs physical access to a device, but most of it is just making sure people have support. Some of our team members have very young kids, or kids at home who would normally be at school, and they might need more flexibility around when they work. Trust is important; it’s my job as a manager to set expectations, but I don’t want to pressure people to do exactly what I would do or to keep certain hours.

    We in the management team have also tried to put some extra effort towards knowing the temperature of the team, whether people are feeling stressed—and making sure they feel comfortable speaking up. That can be tougher not only because we’re missing our quarterly visits, but because even those of us who usually work in the same place haven’t seen each other for so long. But we do our daily stand-ups on video, and if I notice someone more introverted seems uncomfortable raising an issue with the full team, I’ll bring it up during their one-on-one and see how I can help.

    What are you looking forward to right now?

    Beyond the opportunity for things to open up so we can all get together again, we have a release coming up near the end of the year that will be a major milestone for our team. We’re working toward rolling out a new generation product in 2024, and this is the step that will set us up for the next two years.

    Interested in joining Kirti and the rest of the Radiometer team? Check out open roles across Danaher or join our talent community today.