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Cardiology in focus
Transitioning from clinical cardiology to industry: general considerations
  1. Matthew J Daniels1,2,
  2. George Harston3,4,
  3. Jennifer Franke5,6
  1. 1 Manchester Heart Centre, Manchester Royal Infirmary, Manchester University NHS Foundation Trust, Manchester, UK
  2. 2 Sana Biotechnology, Seattle, Washington, USA
  3. 3 Oxford University Hospitals NHS Foundation Trust, Oxford, UK
  4. 4 Brainomix Limited, Oxford, UK
  5. 5 Chief Medical Office, Philips, Hamburg, Germany
  6. 6 Cardiovascular Center Frankfurt, Frankfurt, Germany
  1. Correspondence to Dr Jennifer Franke, Chief Medical Office, Philips, Hamburg 22335, Germany; jennifer.franke{at}philips.com

https://doi.org/10.1136/heartjnl-2022-321700

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    Introduction

    Clinical cardiovascular knowledge is highly valuable and in demand within the medical industry. It adds value to a wide range of industry activities: business development, marketing, research and development (R&D), mergers and acquisitions, regulatory and clinical operations, and market access. Doctors are typically defined by their relative strengths as self-motivated, industrious, academically gifted, effective communicators with attention to detail. Roles outside the healthcare provider sector exist at all career stages for people with these attributes, in addition to academic and clinical expertise. This series of articles will discuss themes relevant to such transitions.

    When to transition

    The earlier you transition, the less differentiated you are from peers or even non-clinically trained colleagues, and your healthcare knowledge will be more theoretical. You will have a wider range of potential employers within which to grow, but entry will be lower on the career ladder, and the value you bring as an individual will be less specific. While academic and clinical super-specialisation are not necessarily attributes an industry employer seeks, the experience and skills that doctors in more senior positions have acquired relating to management, patient pathways and strategic decision-making can make senior physicians attractive to recruit. Entry points are manifold: companies recruit clinicians via internal/external talent acquisition and provide their employees with incentives to recommend talents from personal networks. Platforms such as …

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    Footnotes

    • Twitter @cardiacpolymath, @Franke_Jen

    • Contributors MJD, GH and JF contributed to the conception of the work, drafted, critically reviewed and edited the article. MJD and JF collected the respective data and perfomed data analysis and interpretation. All authors gave the final approval of the version to be published.

    • Funding The authors have not declared a specific grant for this research from any funding agency in the public, commercial or not-for-profit sectors.

    • Competing interests MJD is a significant equity holder in Sana Biotechnology. GH is employed part-time by Brainomix as chief medical and innovation officer. JF is employed by Philips as medical officer in cardiology.

    • Provenance and peer review Commissioned; internally peer reviewed.

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