Suggestions
Brent Saunders
Former Chairman, President and Chief Executive Officer at Allergan plc
Brent Saunders is a prominent figure with a rich background in the healthcare industry, known for his leadership roles in various organizations.
Having served as the Chairman and CEO of Allergan plc, President of Actavis plc, and in executive positions at Forest Laboratories and Bausch & Lomb, he has a strong track record in the pharmaceutical sector.
Saunders is also involved in the tech industry, sitting on the Board of Directors at Cisco, showcasing his diverse business acumen.
He boasts an impressive educational background, holding degrees from Temple University's Fox School of Business and Management and James E. Beasley School of Law, as well as a BA from the University of Pittsburgh.
A dedicated individual committed to patient well-being through innovation, Saunders also has a passion for basketball, particularly supporting the Pitt Basketball team.
His past experiences as a Partner at PricewaterhouseCoopers and President of Global Consumer Healthcare at Schering-Plough have further enriched his expertise and skills in the professional realm.
Highlights
Birthdays have a way of making you reflect—not just on where you’ve been, but on what truly matters.
Family and friends are at the core of everything. The older I get, the more I realize that success isn’t just measured in milestones or achievements, but in the relationships we build along the way. Grateful for the people who show up, the ones who push me, and the ones who make life meaningful.
On the professional side, as a long-textured CEO, I’ve learned that great teams and strong culture are the real drivers of success. Innovation doesn’t happen in a vacuum—it thrives in environments where trust, challenge, and purpose align. The best ideas come from teams that feel empowered, and the best leaders know when to lead and when to listen.
So here’s to another year of learning, leading, and appreciating the journey. Cheers to the people who make it all worthwhile!
In April I sent a company-wide note with the subject line “I hate meetings.” Unsurprisingly, it’s our most-read internal communication to date. My message was simple: meetings can be incredibly effective when done right, but we’ve all adopted some bad habits when it comes to using our time – and our colleagues’ time – wisely. After soliciting feedback from colleagues around the world through polling, group discussions and direct outreach, I shared our first round of meeting-focused updates: ✔ Default meeting lengths in Outlook would now be 20- and 40-minute blocks, as opposed to 30 and 60 minutes. ✔ Pre-reads should be utilized more, prepared in a thoughtful way and sent at least 24 hours in advance. ✔ Even when the purpose of a meeting is clear, agendas matter! We should get in the habit of creating clear and concise agendas for all meetings, regardless of length. ✔ Less technical, but just as important: when considering a meeting, ask yourself – can this be done another way (e.g., e-mail, phone call, walk down the hall for an in-person discussion)? If a meeting is required, when considering participants ask yourself who really needs to take part.
In the first month, total meetings per week dropped by ~1,800, and total audio minutes per week dropped by ~15%; that’s 282,280 minutes, or more than 4,700 hours. Stating the obvious, that’s rapid culture change. And while things have normalized a bit (at least, until our next round of updates), we’re still seeing a downward trend.
Are these groundbreaking ideas for how to become a more efficient and effective organization? No, but they don’t have to be. Sometimes it’s as simple as 1) reminding people that we don’t have to operate a certain way because “that’s how we’ve always done things,” and 2) encouraging ownership of our time, the most valuable commodity we have.
#CompanyCulture #TimeManagement #WorkSmarter
