4A in Focus: Lauren Pattani ’97

From launching life-changing therapies to leading at the helm of global healthcare and marketing organizations, Lauren Pattani ’97 has built a career defined by impact and conviction. Now Vice President of Marketing Effectiveness at Pfizer, she brings together authentic leadership, inclusion, and healthcare equity with a clear mission: expand access, elevate diverse voices, and ensure no one is left behind.

▶️ Continue to hear more of her journey!

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From CBS to Pharma, and Leaping Boldly into the Unknown

Could you tell us a bit more about your current role and position within your organization? 

I hold the position of Vice President of Marketing Effectiveness at Pfizer, which is integrated into a newly centralized structure within the office of the Chief Marketing Office (CMO) that unites key marketing functions and capabilities. My role is to partner with brand leads—who know the strategy, the market, and the clinical value proposition of our therapies—and act as their “Sherpa” through the CMO, helping activate the right capabilities to meet their brand goals.

You began your career at Pfizer, then returned many years after graduating from CBS. Could you share a pivotal moment in your career that shaped your professional path?

I went to Pfizer after business school, primarily because they paid for it. I figured I could do anything for a couple of years while I decided what was next. But a few years in, I realized I was falling in love with life sciences–explaining to patients and healthcare providers why a therapy could improve, extend, or save lives. Pfizer has always been a marketing powerhouse, and at that time in my career, it was the perfect place to learn, try things, fail fast, and play the long game.

After 10 years, with a lot of change happening and mentors moving on, Genentech came calling. I wasn’t sure I was done with Pfizer—or New York—but I decided, “If not now, when?” I moved 3,000 miles to San Francisco so I could launch Lucentis for wet age-related macular degeneration. That experience was intense, all-consuming, and incredibly rewarding—we were helping restore sight to people going blind.

What’s a problem in healthcare that you’re particularly passionate about solving?

I’m especially passionate about addressing healthcare inequities in this country because they are so pronounced. That means making sure communities—and the physicians who serve them—have access to the right information, and tackling racial disparities in care. In the Black community, though not exclusively, there’s often a lingering distrust of science and physicians, particularly around vaccines. I have a personal commitment to addressing those concerns and making it clear that there is sound science behind the protection vaccines provide.

You’ve had leadership roles at several organizations. What’s one challenge you’ve faced as a leader that shaped you—and how did you work through it?

When I became agency president at Omnicom, I inherited a strong team I’d worked with for years. But within the first month, 20 people resigned, and by the end of the first quarter, a third of the organization was gone. Some left for the usual industry reasons, but others simply didn’t want me—a woman of color—as president. That was fine; I wanted people who shared my vision. 

What I didn’t expect was that a couple of leaders who stayed would actively undermine me. I had to pivot quickly in a new direction and solicit support from my C-suite beyond my organization. It was a painful process, but a necessary one. The lesson was clear: don’t give persistent dissenters the benefit of the doubt, no matter the history. I gave them too much leeway because we’d worked so well together as peers in the past—and that was a mistake. Now, as soon as I notice any of my direct reports headed in that direction, I take action far more quickly. 

What is the advice that you would give a rising leader when they enter a leadership role, even if they don't have all the conditions that you had?

Find your people. In most leadership roles—unless you’re starting your own business and have both the privilege and the responsibility of recruiting your team—in corporate America, as you get promoted, you usually inherit a team. You rarely get to build one from scratch.

As a leader, don't be afraid to establish the culture of your team. If you don't set the culture and the vision right off the bat, it will be set for you. Be very clear and consistent about the mission, how you plan to achieve it, and what will stay constant even when you have to be nimble. Be transparent. And if someone isn’t on board—whether with the mission, the goals, or the culture—don’t be afraid to have the conversation about whether they’re in the right place. Make sure you have the support to make those decisions, then lean into that power.

You’ve touched on this a bit already, but when you think about your impact and legacy—whether in the pharma industry or within our broader CBS community—what would you like that to be?

My legacy would be to facilitate the natural recognition of the strategic worth of professional Black men and women at all levels of their careers—no matter the industry. What I try to instill in every person of color I work with—whether inside or outside my organization—is to remember the worth and value they bring, and not to lose sight of that. Put blinders on to the negativity and keep pressing forward, demonstrating that value every single day.

What global or industry trend do you think will dramatically change the way business is done? Or, what current trends are you most excited about?

I wish I could say I’m excited about a trend in healthcare right now, but honestly, it’s more alarming than exciting. We’re at an inflection point with the current administration, where there seems to be a lack of appreciation for scientific integrity, and that’s going to have serious consequences for public health and society as a whole. Add to that a disregard for people who don’t have access to basic healthcare—it’s a complete philosophical 180 from just one administration ago. Until we return to recognizing that more lives need coverage and more people need access, this will be the thing that keeps me up at night.

Given all that’s happening in healthcare and the rapid growth of technologies like AI, do you see tech easing some of these challenges—or adding to them?

In healthcare, it’s already being used to simplify the delivery of critical information to the right stakeholders. That’s good news, because it lowers the cost and effort involved in this kind of important outreach, while making it more efficient and targeted.

I also hope technology will help shorten the patient journey—getting people to the right specialists and the right treatments far more quickly. Less work, lower cost, and faster access to care—that’s the kind of progress I want to see.

Lessons in Leadership

Switching gears to your time at CBS—what’s a lesson you learned during your MBA that still influences you today?

Whenever I take on a new role, I think back to my very first day at CBS. I remember sitting in that first class, scared I wouldn’t hack it. Call it imposter syndrome or just being a natural-born hand-wringer, but I doubted myself. Looking back, not only did I hack it, I thrived. So now, when fear creeps in, I remind myself: lean into it, because you will succeed.

The other big lesson was about authenticity. Before CBS, I came from banking in the early 90s—an environment that was not particularly welcoming to women or people of color. I kept my head down, tried to blend in, and hid parts of who I was just to survive. But at Columbia, I could be my complete authentic self—and I never stopped. When I joined Pfizer after graduation, I realized they didn’t need another cog in the machine; they wanted me for who I was. Same at Genentech, same at Omnicom, and now again at Pfizer.

We have to remind ourselves we’re hired because of who we are. To suppress that is to diminish the very value we bring. Yes, be gracious and professional—but bring your uniqueness to the table without feeling self-conscious about it. Every time I’ve done that, it’s brought good attention and brought the value that no one else can, especially in corporate America.

Can you describe a CBS connection or relationship that’s been instrumental to your success?

Honestly, it’s the CBS 4A community—the Black alumni network. I’m still close with a handful of friends, and they’ve been my personal board of directors whenever I’m making a big career move. I also have to shout out to Claudia Sampson, who was at Columbia when I was a student. She connected me to the Pfizer Fellowship program, which didn’t just pay for school but launched my professional career at Pfizer.

What’s a belief or mindset that has significantly changed your life? 

I never forget who raised me. Whenever I’m extremely stressed out or concerned about the outcome of a presentation or how I’m going to be perceived, I remind myself I am Craig and Donna's daughter, and they raised me to not just survive, but thrive.

What motivates you on the days when things feel uncertain or challenging?

Working out, getting outside, and being with my dog. They help me calm my mind and find some peace.

If you could have an unfiltered conversation with your younger self, what would you say to her?

Stop being so nervous. You are more capable than you give yourself credit for. Don’t waste your time worrying about whether or not you’ll make it—you always do. And if you don’t, that role wasn’t meant for you. You went for it, it didn’t work out, and now you’re free to pursue the next thing. Don’t dwell, don’t second-guess. Just know there’s a plan for you, and keep striving.