Introduction

AI is everywhere in healthcare, but strategy is often missing. Companies invest in technology without a clear plan for how to communicate its value, scale adoption, or earn executive trust. That is where product marketing makes the difference.

My career has taken me through two very different environments. At Google Cloud I helped build global go-to-market plays for healthcare and life sciences. At Ferrum Health I have led product marketing inside a Series A startup focused on clinical AI governance. The scale and speed are different, but the through line is the same: turn complex ideas into strategies that move people and organizations forward.

The lesson I’ve taken from both places is that products will change, but people carry the work with them. Mentorship has become central to how I think about impact. It accelerates careers, gives people the confidence to lead, and creates continuity in industries that are always shifting.

Lessons From Google Cloud

At Google Cloud I built go-to-market plays for healthcare and life sciences. My focus was making AI relevant to payers, providers, and biopharma. That required giving teams a story executives could trust and a framework they could use.

The work taught me how important clarity is in a noisy environment. AI was still new to many of the customers we served. They were skeptical. They needed outcomes, not buzzwords. A sales play had to start with their reality: patient outcomes, reimbursement pressure, or operational bottlenecks. Only then could we connect those challenges to what AI could do.

Inside the company, I worked with teams that were sharp technically but needed a way to land their message with a CFO or CIO. Mentoring meant building their confidence, giving them structures they could lean on, and showing them how to adjust depending on who was in the room. I watched people grow into leaders who could carry that story on their own. That is what stayed with me.

Lessons From Ferrum Health

Ferrum Health is a different environment altogether. As a Series A startup we move quickly, but our customers are hospitals that cannot afford mistakes. My role has been to build product marketing from scratch while also shaping how the category of clinical AI governance is understood.

That means positioning Ferrum not as a point solution, but as the layer hospitals can own to validate, govern, and scale AI safely. It also means working directly with executives who are cautious about risk and require evidence before they move forward.

Here mentorship takes a different form. I work with colleagues who are stepping into uncharted territory. They are creating strategy in real time, managing uncertainty, and learning how to engage clinical and technical leaders at the same time. My job is to give them guardrails, help them prioritize, and remind them that credibility comes from both substance and delivery.

How This Shapes My Mentorship

The experiences at Google Cloud and Ferrum Health guide how I mentor outside of work. Most mentees come to me with one of three goals:

• Breaking into healthcare technology
• Pivoting into product marketing
• Learning how to translate AI into business outcomes

I focus on giving them tools that shorten the learning curve. That could be a go-to-market framework, feedback on a portfolio, or coaching on how to present technical products to executives. Every session is practical. The goal is to leave with something you can use right away.

I tell mentees that mentorship is not about theory. It is about giving them the perspective and structure they need to move faster and with more confidence.

What Mentees Can Expect

When you work with me you can expect:

• A clear plan: We define goals together and break them into milestones you can track.
• Feedback that counts: I review resumes, portfolios, and messaging to show impact in a way that hiring managers notice.
• Real-world frameworks: I share go-to-market tools and templates drawn from launches at Google and Ferrum.
• Executive positioning skills: I coach you on how to explain complex products in a way that earns trust from business leaders.
• Direct feedback: You will always get practical guidance, not vague encouragement.

The aim is not to overwhelm you with information. It is to give you the right next step and the confidence to take it.

Three Lessons I Share With Every Mentee

To make this concrete, here are three lessons that come up in nearly every mentoring relationship:

1. Clarity is the most powerful tool. If you can explain complex technology in a way that executives and operators both understand, you will stand out.
2. Outcomes matter more than outputs. Decks, campaigns, and launches only matter if they drive measurable results. Always connect your work to impact.
3. Seek feedback earlier than you think you need it. Most careers stall not because people lack talent, but because they wait too long to get perspective that could save them months of trial and error.

Closing Thoughts

Healthcare and technology move quickly. AI is changing how decisions are made, how data is used, and how patients are treated. None of that progress matters if organizations cannot translate it into outcomes.

Leadership is what makes that translation possible. The leaders who can explain complexity, align stakeholders, and execute with confidence will carry these lessons forward.

Mentorship is how I contribute to that future. At Google Cloud I watched people grow into confident leaders who could explain AI to any executive. At Ferrum Health I have seen colleagues rise to the challenge of shaping a new category in healthcare. Those moments confirmed for me that growth compounds. When one person learns how to lead, it strengthens the teams around them and sets a higher bar for everyone who follows.

My goal as a mentor is clear: help you accelerate your career, avoid the missteps that slow people down, and build the skills you need to lead. Progress in this industry depends on people who are prepared to take that step. I want to help you be one of them.