Peter Shalek, Chief Product Officer at Stellar Health, and Reena Pande, strategic advisor, discuss improving CMO/CPO relations in healthcare startups. They offer practical advice, share real-life examples, and emphasize the importance of collaboration and alignment between clinical and product teams. They also talk about defining and balancing products in tech-enabled services companies and the effective working dynamics between CMOs and CPOs.
Collaboration and communication between clinical and product teams, with clinical representatives embedded in product teams, are crucial for successful integration and outcomes.
Defining the concept of product within a clinical context and balancing clinical outcomes with technology support are essential for healthcare builders.
Deep dives
Building a Partnership Between Product and Clinical Teams
Peter Schallak and Reena Ponday discuss their experience working together as Chief Product Officer and Chief Medical Officer, respectively, at AbleTo. They talk about the challenges they faced in integrating clinical and product teams, as well as the strategies they implemented to improve their relationship and outcomes. They emphasize the importance of collaboration and communication between the two teams, with clinical representatives embedded in product teams and actively participating in decision-making. The integration of clinical expertise in every stage of product development and the alignment of goals and vision were key factors in their successful partnership.
Defining Product in a Clinical-Oriented Organization
As a company focused on delivering high-quality evidence-based care, AbleTo faced the challenge of defining what product meant in a clinical context. They viewed their product as the clinical intervention itself, incorporating technology to support care delivery. While products became less clinically focused over time, the emphasis on clinical outcomes and delivering value to patients and payers remained. The definition of product varied based on specific elements of their work, allowing them to balance the clinical and product aspects effectively.
Organizational Structure and Leadership Dynamics
The successful partnership between Peter and Reena was attributed to their equal footing as peers, reporting directly to the CEO. This structure allowed them to represent their respective teams and collaborate without power dynamics. They were able to align their teams, integrate clinical experts into product teams, and make joint decisions. They presented a united front to their teams and stakeholders. Their leadership structure and equal representation were instrumental in creating a collaborative and productive environment.
Practices for Effective Collaboration
To foster collaboration and ensure decision-making transparency, AbleTo implemented various practices. Clinical experts were included in every stage of product development, participating in rituals such as standups, planning, retrospectives, and QA. They were integrated into the product teams and jointly presented concepts and ideas. Clear communication and alignment on goals allowed the teams to work together smoothly. Attention to details, such as involving the clinical program development person in presentations, helped foster a sense of equal partnership.
Peter Shalek, a Chief Product Officer, currently at Stellar Health and formerly at AbleTo, and Reena Pande, currently a strategic advisor and formerly the Chief Medical Officer of AbleTo, join Julie Yoo and Justin Larkin of a16z Bio + Health.
As Julie mentions during the episode, there’s international relations, and then there’s CMO/CPO relations. Peter and Reena talked about working together to improve their relationship and the outcomes of their teams, and they get granular about what worked and what didn’t.
Today’s podcast is for healthcare builders who are struggling to balance clinical with product. They talk through real examples and tactical advice.
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