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Science & Purpose’s origin story began in a client meeting room — or, rather, multiple client meeting rooms. As execs from Patients & Purpose bandied about ideas for their next patient-focused effort, client leaders nodded their heads enthusiastically. Then, without fail, they asked, “Uh, any interest in our HCP business?”
After turning down numerous suitors, longtime P&P heads Deb Deaver and Dina Peck decided to have a conversation with Omnicom Health Group higher-ups. It went swimmingly.
“Essentially, Deb and Dina said, ‘We’ve said no to clients so many times. Can we find a way to say yes?’” recalls S&P EVP, managing partner Aimee Mosher. The idea was quickly greenlit. “Lots of times, agencies are built based on the desire of a holding company to do something. Science & Purpose was requested by clients, which is a tremendous tribute.”
Yes, S&P initially had the benefit of a nurturing, well-off parent. But in no way was this an exercise in corporate nepotism.
“One or two small pieces of business were the incubator,” Mosher acknowledges. “But from there, we had to eat what we killed.”
Even as the agency started to staff up — it ended 2023 with 55 people on hand, up from 45 a year earlier — S&P pitched early and often, with the three-headed leadership team of Mosher and EVPs, group creative directors Stephanie Markell and Michele Monteforte wearing multiple hats.
“We were small and mighty at the beginning,” Markell says. “We left every day thinking, ‘Whew, we got through it.’”
That exhaustion didn’t last for long, as individuals inside and outside the Omnicom network raised their hands to join the cause. “When we started pitching with our whole group, it was like, ‘Oh, this works!” Monteforte recalls, adding with a laugh, “It wasn’t just us being awesome in our own lanes anymore. We didn’t have to be an agency-in-a-box.”
S&P has grown quickly since opening its doors. MM+M estimates that revenue more than doubled in 2023, to $16.5 million from an estimated $8 million in its launch year. The firm is known to work with Genentech, Boehringer Ingelheim, Gilead, Seagen and Lenz.
Two years post-launch, the three S&P leaders understand that they’re fortunate to be confronted with the challenge of managing growth. “We pitched and pitched and won and won. After a little while, sometimes it’s like, ‘Can we stop pitching, please?’” Monteforte says. “We’re not interested in running ourselves into the ground.”
Support from S&P’s Omnicom siblings has helped ease the strain. With the agency seeking to be “very intentional” in its hiring, as Markell puts it, there’s comfort in knowing that expert help in any number of marketing or analytic disciplines is only a Slack message away.
“It’s never, ‘You can’t have that person,’ because there’s a real spirit of matching task to talent,” Mosher says.
The informal policy has the added effect of keeping people engaged, she adds. “Sometimes people get tired of doing what they’ve been doing. If you can help them from a mobility standpoint, everybody wins. Besides, we don’t want to give anyone to Havas or Publicis.”
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Work we wish we did
We’re big fans of Dove’s self-esteem campaign. It has bolstered Dove’s image as a champion of real beauty and self-acceptance, of course, but it has also sparked important conversations about the anti-aging market and its effect on young girls. Like Dove, we believe that if you dig deep for true audience insights, you can create real connections through your work, ultimately transcending the brand. — Mosher
