NativeAdVantage 10-Q2BA:

(10 Questions 2B Answered)

What do you do best?
What makes you the best?
Biggest success?
What are your aspirations?
Most challenging moment?
Favorite Motto?
Favorite People?
Favorite Places?
Favorite Products?
Current Passions?

Featured NativeAdVantage:

Andy Weir: Author of "The Martian"

John Philipson: VP, Six Senses Resorts

Tom Sito: Chair of Animation, USC Film School

Elizabeth Wynn: Broker, Sotheby's RE

Leonard Greenhalgh: Professor, Tuck-Darmouth)

Ryan Blair: NY Times Best Selling Author/Entrepreneur


Featured NativeAdVice:

Shai Reshef: Founder of University of the People

Paul D'Arcy: SVP of Indeed

Susan Hatje: GM of Mandarin Oriental, NY

Dan Laufer: Co-Founder of RentLingo

Hilary Laney: President of Tri-Digital

Greg Marsh: Co-Founder of onefinestay

Omar Qari: Co-Founder of Abacus

Gabriell Weinberg: Founder of DuckDuckGo

Stacy Rauen: E-I-C of Hospitality Design Mag

Jon Gray: CRO of HomeAway

Joe Speiser: Co-Founder of

Ben McKean: Co-Founder of HungryRoot

John Boiler: Founder/CEO of 72andSunny

Wayne Pacelle: CEO of The Humane Society of the US

Tom Guay: GM at The Sagamore Resort

Dr. Alejandro Junger: Founder of The Clean Program

Rob Flaherty: CEO of Ketchum

Neil Thanedar: Founder/CEO of LabDoor

Andy Grinsfelder: VP of Sales/Marketing, Delaware North Resorts

Laura Frerer-Schmidt: VP/Publisher of Women's Health

Avi Steinlauf: CEO of

Kathy Bloomgarden: CEO of Ruder Finn

Gabriel Flateman: Co-Founder/CTO of Casper

Mark Bartels: CEO of StumbleUpon

Bill Hagelstein: President/CEO of RPA

Adam Singolda: Founder/CEO of Taboola

Jonathan Plutzik: Proprietor of The Betsy-South Beach

Jessica Scorpio: Founder/VP of Marketing at GetAround

Ralph McRae: CEO of Leading Brands

Warren Berger: Bestselling Author

Liz Kaplow: Founder/CEO of Kaplow Communications

Dave Girouard: Founder/CEO of UpStart

Dave Asprey: Founder of BullectProof Executive

Douglas C. Smith: President of EDSA

Val Difebo: CEO of Deutsch NY

Guido Polito: CEO of Baglioni Hotels

Doyle Graham, Jr.: CEO of Valencia Group

Oscar Farinetti: Founder of Eataly

Angelo Sotira: CEO of DeviantART

Ali Khwaja: CFO of Safecharge

Zach Erdem: Proprietor of 75 Main

Jim Beley: GM of The Umstead Hotel

Alexis Gelburd-Kimler: Proprietor of West Bridge

Elie Georges: Proprietor of Hotel San Regis

Kalen Caughey: Founder o VOKE Tab

Michael Friedenberg: CEO of IDG

Donna Karan: Founder of DKNY

Edward Nardoza: Editor-in-Chief of WWD

Scott Dadich: Editor-in-Chief of Wired

Rhona Murphy: Former CEO of The Daily Beast

David J. Pecker: CEO of American Media

Lilian Roten: VP of Swissotel Hotels

Kenny Dichter: Founder/CEO of Wheels Up

Joshua Tetrick: Founder/CEO of Hampton Creek

Paul James: Global Brand Leader of The Luxury Collection

Dr. James Wagner: President of Emory University

Amy Thompson: President of ATM Artists & Management

Neil Gillis: President of Round Hill Music

Brett Matteson: President of Columbia Hospitality

Jonathan Reckford: CEO of Habitat For Humanity

Phil Harrison: President/CEO of Perkins+Will

Chef Bill Telepan

Tony Horton: Founder of P90X

Beth Weissenberger: Co-Founder of The Handel Group

Michael Fertik: Founder/CEO of

Dana Cowin: Editor-in-Chief of Food & Wine

Bob Proctor: Chairman of Proctor/Gallagher Institute

Dennis Turcinovic: Owner of Delmonicos

Vittorio Assaf: Co-Founder of Serafina Restaurant Group

Shafqat Islam: Co-Founder of Newscred

Matt Williams: CEO of The Martin Agency

Bruce Rogers: Executive Chef at Hale & Hearty

Caleb Merkl: Co-Founder of Maple

Candy Argondizza: VP of Culinary at ICC

Neil Sazant: President of The Sagamore

Matt Straz: Founder/CEO of Namely

Terry Couglin: Managing Partner of Marta/Maialino

Andrei Cherny: Co-Founder/CEO of Aspiration

Ronen Nissenbaum: Managing Director of Waldorf Astoria NY

Patrick Godfrey: President of Godfrey Q

Sarah Berman: Founder/President of The Berman Group

Michael Schwartz: Owner of Genuine Hospitality Group

Stephan Aarstol: Founder/CEO of Tower Paddle Boards

Peter Shaindlin: COO of Halekulani Corp.

August Cardona: Founder/CEO of Epicurean Group

Nick Kenner: Co-Founder of Just Salad


Brad Dodge: President, Dodge Communications

My NativeAdVice:


Brad Dodge is the president of Dodge Communications, a full-service integrated public relations and marketing agency helping healthcare and technology companies build strong brands, demonstrate thought leadership and drive sales. Dodge founded the agency in 2001 with a belief that healthcare companies of all sizes and specialties must have compelling, professional brands to compete effectively and grow in a sustainable way. He began his career selling practice management systems to physician practices in the early '80s, and has held positions in sales management, product management, corporate marketing and advertising. Dodge has worked with more than 250 organizations that sell products and services to the healthcare industry.

How did you get into the healthcare communications industry?

Back in the early ‘80s, I sold practice management systems to doctors. The personal computer was brand new at that time, and there was this huge disconnect between providers and technology developers. Physicians had no idea why on earth they would want to spend money buying a computer, and the computer manufacturers and software people had no idea how to explain why doctors should want or need technology.

Dodge Communications was born to bridge that gap, and we’re still doing that today. Interestingly, over the years the problem has remained basically the same: The companies that make software don’t do a good job explaining what makes their product so invaluable that a doctor should buy it. I really enjoy using marketing strategy, branding and content management tools to help healthcare technologists make that connection with the buyer.

Any emerging trends?

The ability to reach audiences is becoming harder due to the ways they self-segment into very narrow niches. This means your content has to appear in the channels where your buyers really live, and you have to be more and more direct with your message.

I’ll give you an example. I used to read blogs quite a bit, but right now I’m kind of fixated on politics—so if a company wants to reach me, they need to be appearing in the various political outlets I’m reading.

It’s like micro-targeting. You have to continue to expand the number of outlets that you go to in order to get your message out. If you can break your audience into, say, 50 segments instead of five, then you’re going to do a much better job of targeting those people. So, if there’s an industry trend to watch, I think it’s probably this micro-targeting approach.

What are some new opportunities or challenges?

Traditionally Dodge has focused on the B2B healthcare information technology market. As we now move into other life sciences areas like biotechnology, we’re finding a challenge in applying our successful granular communication strategies to the biotech sphere. It’s very difficult for an audience to understand precisely what a particular biotechnology product is, and our job is not only to explain that effectively but to make the message resonate with the audience. These types of communication strategies are new to the biotech world, so we need to find a new way to take our proven techniques and employ them effectively in this space. It’s a challenge we relish.

What is your vision for Dodge Communications, moving forward?

I think the future has to do with content, and that’s where the areas for growth are. If you think about breaking your audience into 50 segments instead of five, as I mentioned earlier, then you realize you need 10 times as much content as before. So, a client comes to us and says, “How are we supposed to succeed today?” Our answer is to develop a comprehensive set of relevant content that resonates with the market and that gets continually refreshed to keep them constantly in the conversation.

What are your key strategies for the growth and success of Dodge Communications?

One thing I’ve learned over the years is success is all about the people you hire. You could be the greatest person in the world, but if you can’t put good people around you, then you can’t do anything.

So, I think one key to growth and success is building a company that people are interested in staying at. Recruiting, hiring and retaining the right people will be a key strategy for growing Dodge Communications. And, by extension, when you have all the right people in place you can deliver the best service, strategy and creative to your clients.

Tell us about a difficult moment at Dodge Communications?

Years ago we had a person exit the company, and it devastated a whole section of our business because we had no back-up plan in place to continue servicing that person’s accounts. When that person left, no one else in the company even had the contact names for the companies that individual was working with. This person represented what I call a “single point of failure,” which is not savvy business planning. We immediately corrected the situation, and now we insulate ourselves from the effects of single points of failure by always having a contingency plan in place.

What is the best thing a client gets from working with Dodge Communications?

Our clients get the confidence that their messaging is being taken care of by a full team of experts. I mean, anyone could hire a person internally to try to do what we do for them, but they really can’t get the same results because we bring an integrated team of creatives, strategists, writers and others with a wealth of experience who focus their attention on the client’s needs.

How do you motivate others?

I think it’s all about treating people like people, to be honest. Motivators should lift people up and push them forward, inspire them and help them establish self-confidence. That’s what I try to do with people, as best I can. You know, sometimes motivation comes simply by remembering someone’s name.

Career advice to those enterting the healthcare marketing industry today?

I would tell them - and, in fact, I tell my own employees this all the time - to go after the things you’re good at and try to build a career around those things. When you’re in a happy, fulfilled place then you want to come to work every day and produce great things. It’s not a failure to say, “I’m bad at this part of my job, but I’m good at this other part.” Actually, it’s OK to identify the things you like and the things you don’t. It will help you not just succeed but be happy in your success.