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As an executive, management consultant and entrepreneur, Jay Fischer has earned a reputation for achieving business growth in challenging consumer and business markets in diverse industries. He has broad-based experience in marketing, business and channel development, sales, customer management, and operations. Mr. Fischer has created strong brands from-start-up through revitalization stages, developed and sold innovative solutions for diverse customer groups/distribution channels, and built team commitment for sustainable growth in organizations. He is a visionary and strategic thinker, who has demonstrated a consistent record of translating plans into results in the face of challenging market, financial, and organization conditions.

Mr. Fischer began his career with a tour in New York City government where he accelerated the adoption of day center services for senior citizens and conducted a turnaround assignment in the Mayor’s Office during a financial crisis. After earning his MBA in marketing at The Wharton School in 1978, he joined Colgate-Palmolive Company. Mr. Fischer progressed rapidly through the marketing and business development ranks with various responsibilities for US and international existing and new products in several of the company’s personal care and household business categories. Growing from an assignment for the Chairman’s Office to develop the first-ever global business assessments of all Colgate product categories, he helped launch the Company’s highly successful global business development organization with worldwide responsibilities in laundry products, the largest group at that time. In his last role, Mr. Fischer steered the Company’s flagship US oral care franchise to its highest market share in 15 years rivaling the market leader.

Before being recruited to join Brooklyn Union Gas (now National Grid) in 1987, a US energy distribution leader, he was a vital member of the start-up team for an investor-backed consumer food products venture. At Brooklyn Union, Mr. Fischer built one of the leading US energy marketing initiatives as Vice President of Market Management and later Business Development by applying best competitive practices in an operations-oriented, highly-regulated, commodity-minded business. He directed planning, product management, new product development, branding, advertising, promotion, market research, and marketing information. Mr. Fischer doubled the sales growth rate in the Company’s declining business and consumer markets, spearheaded Company-wide culture change to sharpen the organization’s orientation to more competitive markets, and won top industry and government awards for commercialization of new solutions.

Coopers & Lybrand Consulting, a top-tier management consulting organization, asked Mr. Fischer to join its strategic services practice in 1995. His professional work focused on the development and delivery of intellectual capital in market and channel strategy and program development, customer and channel management, and sales force effectiveness to clients in diverse industries. In 1998, Coopers & Lybrand merged with Price Waterhouse to create PricewaterhouseCoopers, the world’s largest professional services firm, and Mr. Fischer was tapped by the US Transition Team to ensure that client relationship management, the cornerstone process for the Firm, was designed to succeed. In addition to his leadership responsibilities for client consulting work and practice management, he was a key member of the Firm’s management team for one of its most important strategic clients, achieving significant growth in business and stature for the Firm.

Mr. Fischer left PwC Consulting in 2002, as the Firm re-directed its efforts to a more singular focus on systems integration and outsourcing (subsequently purchased by IBM) to start Calibre Consulting Group. Calibre helps companies get product and service innovation adopted and used by more customers. The Firm has had the privilege of working on important issues for clients such as Pfizer, HealthFirst, Guardian Life Insurance, ADP (now Broadridge) and Motorola.

A primary focus has been on digital health innovation to improve patient engagement and health outcomes. Through work with GoMo Health, we have taken a leading role in blending behavioral motivation, mobile technology, dynamic messaging and analytics to help patients, insurance plan members, pharmaceutical company customers, and others significantly increase compliance with recommended care plans.

  • Lessons from different industries on marketing and customer engagement that can be applied to healthcare.

  • Turning customer data and research into insights and action.

  • Getting adoption and use of new products and services