Novartis Events
I led a multi-year series of learning experiences for Novartis that connected curiosity, adaptive skills, and health-systems transformation, spanning large-scale online campaigns, a high-visibility partner stage at Future Port Prague, and an Inner Development Goals (IDG) gathering at the Novartis Pavillon. My role combined concept development, experience and stage design, speaker curation, editorial direction, and on-the-day facilitation to turn abstract themes into engaging, applicable practice for leaders and teams.
The #IAmcurious and #WeArecurious online programs launched first, designed to normalize curiosity as a daily leadership muscle. I built simple, repeatable formats, short provocations, story-driven micro-talks, and reflection prompts, so busy teams could participate without friction. The campaigns cultivated a shared language across functions and geographies, and the community nature of #WeAreCurious turned early adopters into peer-mentors, sustaining momentum long after the live broadcasts.
To bring these ideas into the public arena, I designed and curated the Novartis Stage at Future Port Prague, framing it around the future of education, work, and healthcare. The stage architecture and run-of-show were intentional: fast, high-signal talks interwoven with moderated dialogues, hands-on demos, and audience Q&A that emphasized transfer to practice. By mixing voices from biotech, digital health, and organizational learning, we showed how curiosity fuels concrete advances—from CRISPR to new care models—and positioned Novartis as a convener whose ambition extends beyond products to capabilities and culture. The partner stage drew sustained footfall and media interest across the festival, with content repurposed into internal learning assets.
We then deepened the capability agenda at the Novartis Pavillon through an Inner Development Goals event (2023). I co-created a journey that linked the IDG dimensions, such as critical thinking, collaboration, and presence, to everyday leadership moves in complex health systems. Participants worked with live cases (e.g., health-equity and access challenges) and left with small, testable commitments they could run in their teams within two weeks. The Pavillon’s immersive setting helped us blend science, story, and reflection, making the learning both emotionally resonant and operationally useful.
Across all three threads, the through-line was practical transformation: shifting mindsets and behaviors so leaders can navigate uncertainty and improve outcomes for patients and systems. Measured signals included strong repeat attendance, high satisfaction and recommendation intent, and tangible follow-on requests—from internal teams reusing the formats to external partners seeking collaborations. Most importantly, the work built a scaffold for ongoing learning: simple rituals, shared tools, and a network of champions who continue to apply curiosity and adaptive skills to real-world healthcare problems.