Katie Gudeman

Katie Gudeman put her career in corporate strategy for pharmaceutical maker Eli Lilly on hold to pursue an MBA at Stanford, in part to gain skills she could use to tackle the unique challenges of marketing in that industry.

“In the past, pharmaceuticals have been looked at negatively in terms of how they price and budget, but the COVID pandemic was an opportunity for big companies to change that image,” says Gudeman, whose undergraduate degree from Butler University is in marketing and finance.

“Companies were able to rise up and figure out solutions at record speed to help the world come back to a new normal.” Gudeman is taking the same approach she takes to so many things: She wants to be part of the solution.

How are big pharma companies changing their marketing?

The healthcare system in the U.S. is very complicated. I’ve seen Lilly try to break the mold and help people understand the complexities. For example, Lilly made a generic product while they still had a patent for the product, so they were able to offer the product at a significantly lower cost. But a lot of providers didn’t want to cover it because there was little profit and patients didn’t want the generic because it wasn’t the name brand. It’s a complex problem. I’m proud that Lilly has challenged the norms.

You helped develop the company’s launch strategy for its anti-obesity medicine. What were your biggest challenges in introducing that potentially revolutionary concept in obesity treatment?

Obesity is challenging on so many levels — for example, the perception versus the reality that some people just can’t lose weight. We needed employers to be on board because obesity drugs are among the highest-cost medicines in the coverage budget. We needed them to see the long-term impact it could have on their primary employees’ work product and self-esteem rather than just focusing on the short-term cost. For example, if you can solve obesity, you can solve many other potential health challenges. It was very exciting to be a part of the team that helped bring the anti-obesity drug to market and think through this new class of medicine.

You’ve been deeply involved with United Way LINC (Lead, Impact, Network, Change) for several years. Why do you feel it’s important to harness the power of individuals under 30 to care for the common good?

When you get into your 20s, you realize you have power. It’s the first time you’re on your own. You often leave your family to go to college and start your career. Suddenly you have an income and the opportunity to spend money to get what you want. I wanted to shift the mindset for myself and my peers to use those finances and convince others to use their time, talents, and treasures to support the community around them. United Way was a good way to give back and learn about social issues — and be part of the solution.

One of your quirkier undergrad projects was Distinct Ink, which helped local businesses promote themselves with temporary tattoos. Tell us the story behind that unusual enterprise.

Butler has an incredible entrepreneurial side. I had a lot of opportunities to learn, grow, and think about business. One class, Real Business Experience, challenged us to create, launch, and sell a product. We acted as a sales and marketing company, helping businesses promote their brands with customized temporary tattoos and had them printed through a third party. I came up with our slogan “You think it. We ink it.” We ended up winning the competition.

You took on the role of chief marketing officer for the Student Association. Why did that role appeal to you?

I decided to join the leadership team because they shape the student experience both inside and outside the classroom. They’re the backbone of the community. My job is to help the Student Association shine and build connections with the students. I love highlighting the success of my peers.

In your experience, are mentors important?

Yes. They build people up and empower them. The common trait of all of my mentors is that they saw something in me and told me and helped me believe it. I hope I can do that for others, to recognize someone’s strength and help them cultivate their talents.

Any particular GSB classes or experiences that will have a lasting impact on you?

I had the opportunity to be an Arbuckle Fellow, so I’ve been able to help the first-year students answer the question, “Why would anyone follow you?” That’s been helpful for me as I reflect on my own experiences. I also took Conversations in Management and Managing Growing Enterprises, and those courses have taught me how to respond to challenging situations and how to give myself space and time to have the right response. I also liked Fundamentals of Effective Selling, which reshaped how I view sales. That class helped me slow down and ask more questions rather than relying on intuition. It helped me be more open-minded to being wrong.

Do you have a favorite book?

One of my favorites and the most impactful has been Atomic Habits by James Clear. The book lays out how I can help myself continue to grow and make an impact and puts it in a digestible way.

Photos by Elena Zhukova