July 21, 2025 • 35 mins
Jacki Grosso, Chief of Staff and Communications Manager at Lotte Biologics, shares her journey from managing Olympic events to leading in biotech. She talks about organizing a major ribbon-cutting event, bridging cultural gaps with Korea, refreshing the Syracuse Bio campus, and communicating complex science in simple terms. Jacki also gives practical advice on staying flexible, building strong relationships, and balancing multiple roles.
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If we haven’t yet before - Hi👋 I’m Emily, Chief of Staff turned Executive Leadership Coach. After a thrilling ride up the corporate ladder, I’m focusing on what I love - working with people to realize their professional and personal goals. Through my videos here on this channel, books, podcast guest spots, and newsletter, I share new ideas and practical and tactical tools to help you be more productive and build the career and life you want.
Time Stamps:
01:00 Jacki's Career Beginnings
03:25 Transition to Biotech
03:49 Lotte Biologics' Mission and Vision
05:06 First Year as Chief of Staff
07:26 Community Engagement and Volunteerism
10:50 Event Management and Cultural Sensitivity
17:46 Balancing Local and Global Responsibilities
18:37 Digital Marketing and Thought Leadership
22:41 Internal Communication and Employee Engagement
30:35 Environmental Branding and Campus Modernization
34:32 Final Thoughts and Advice for Chiefs of Staff
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
emily-sander_1_03-28-2025_1 (00:25):
Our guest today is Jackie Grosso.
And Jackie is hailing fromSyracuse, New York.
Um, so all the way on the otherside of the country.
But Jackie, thank you so muchfor joining us.
jacki-grosso--she-her-_1_ (00:35):
Thank you.
I'm so excited to be here.
emily-sander_1_03-28 (00:39):
Beautiful.
So when we first connected, wewere just going back and forth
on different chief of staffcertifications and groups and
training, and we had a chatabout that.
And I know that you've beenaccepted to Chief of Staff
Association, which is excitingand a great program.
Um, but you are the chief ofstaff and communications
manager.
(00:59):
So a
jacki-grosso--she-her-_ (00:59):
Mm-hmm.
emily-sander_1_03-28-2025_1 (01:00):
And just to get us started, can you
give us a quick background ofhow you got up to that role and
what you have been doing up tothat point?
jacki-grosso--she-h (01:06):
Absolutely.
So my role at Chief of Staff atLote Biologics, uh, we are a
biotech company in Syracuse, NewYork, and I would where our
headquarters are in Seoul,Korea.
Uh, I like to think of my pathto where I've gotten today has
been quite a journey of, youknow, twists and turns and.
Pivots and things that are kindof e exciting and there's no
(01:28):
straight trajectory on anybody'scareer.
I don't think so.
Uh, I started my career in megaevent management with the
Olympics.
That was kind of on a lark,right?
That was like, I think I'm gonnamove to Atlanta and work on the
Olympics.
Uh, so that was where itstarted.
And.
Really, um, leaned into a lot ofthat project management roles,
(01:51):
uh, at, at different venues for,uh, different sporting events.
Really liked that energy ofbeing, uh, in different, uh,
activities and sporting in majorleague baseball or football,
whatever it might be.
Uh, and the Olympics of course.
And then, um, decided thatthat's great.
But, uh.
(02:13):
I was always working wheneveryone else was playing.
When you work in the, in thoselarge event, you know, venues,
and I said, so I think it wastime to go back.
I got my master's degree.
I worked full-time while I didthat and was able to work at
Carrier Corporation and thenmove to medical device
management, uh, at Welch Allenthat is now, uh, Baxter.
(02:36):
Uh, so really kind of pivoting,but always staying in that
communications special event,corporate communications roles.
Uh, I leaned into a lot of theoperations management with
different.
Ways to be able to open up, uh,doors in different facilities
around the world.
Uh, moving over.
I went to Syracuse University,which was a huge jump to go from
(02:58):
for-profit to not-for-profit,but I really, um, loved being at
a large major researchinstitution.
I think that working withstudents, you get to do a, a, a
bit of everything.
And I worked in strategiccommunications there.
Uh, a lot of strategicinitiatives.
Syracuse University is largeenough that it's basically like
(03:19):
you're running a city.
Mean there's 25,000 students, soanything can happen at any given
time.
And then, uh, most recentlypivoted over to, uh, biotech
after a long career at Syracuseand, uh, and moved over to Chief
of staff at Lotte Biologics.
Which we're really like astartup, right?
So it's, it's kind of all overthe place.
(03:41):
Uh, but we're really like astartup and, and you're getting
to do a little bit ofeverything.
emily-sander_1_03-28-202 (03:45):
what's their mission and what's your,
what's your objective as acompany you're trying to
achieve?
jacki-grosso--she-her-_1_03- (03:49):
So Lotte Biologics is a division of
Lotte Corporation, which isbased in Korea.
And Lotte Biologics is, uh, acontract development and
manufacturing organization,A-C-D-M-O, as it's known in the
biotech industry.
And we manufacture differenttherapeutics for companies.
So our vision is to be able toenable a healthier world, and
(04:13):
our, essentially what we can dois take a recipe for a, a, a
drug or a, a therapeutic and beable to manufacture it for a
different company.
There's a lot of reasons whylarge pharmaceutical companies
want.
Uh, to have A-C-D-M-O and beingthat we're based in the United
States and we're FDA approved,as well as approved by 62 other
(04:35):
regulatory agencies, it's a goodpartnership for them to have as
they work on development andmanufacturing of different drugs
and pharmaceuticals.
emily-sander_1_03-28-2025 (04:45):
Okay, so you started small with the
Olympics just to start kick offyour
jacki-grosso--she-her-_1_ (04:49):
Yeah.
emily-sander_1_03-28-2025_1 (04:49):
and then you went to running
essentially a small city andthen now you're in biotech at a
jacki-grosso--she-her-_ (04:55):
Mm-hmm.
Mm-hmm.
emily-sander_1_03-28-2025 (04:58):
bunch of
jacki-grosso--she-her-_1_ (04:58):
Yeah.
emily-sander_1_03-28-2025_1 (04:59):
but sounds like, you know, events
and, and energy andcommunications has been
somewhat.
Of a through line for
jacki-grosso--she-her-_1 (05:06):
Great.
emily-sander_1_03-28-2025_1 (05:06):
So, um, can you just give us a, a
glimpse of like your first 90days or maybe even your first
year in your chief of staffrole?
What was, what was that like foryou?
jacki-grosso--she-her-_1_ (05:16):
Sure.
So I think, you know, I like to,one of the things I said in my
job interview was, I'm verycomfortable when things are
messy and, and like that bigbowl of spaghetti.
And then let, let's take itapart and rebuild it and what
works.
Doesn't or doesn't work, we canchange things.
Right.
I think, I think that's, thatadaptability is one of the
biggest assets in this role isthat things are not set in
(05:38):
stone.
This is not how you do things.
Let's figure out and make itwork for what our needs are.
We're a small company.
Uh, we're entering into a verycompetitive marketplace as a
contract development andmanufacturing organization.
Uh, we're in central New York.
Which we're not exact.
We're more of a biotech desertthan a, a biotech ecosystem like
(06:01):
in Cambridge.
So I think that what we reallybe able to do is lean into our
strengths of our company and,and the people.
We retained about 96% of thepeople who were with the prior
organization prior when ourcompany bought.
So that to me was extremelymeaningful, right?
That we didn't have to do layoffcommunications or transition
(06:22):
communications that.
96% of the people stayed up.
So lean into those strengths ofthe people who are longtime
employees, nurture them, be ableto really talk about that
standard of excellence that wehave, reliability, high quality,
uh, you know, those are thethings that we're gonna be able
(06:42):
to, to leverage when we talk toprospective customers.
emily-sander_1_03-28-2025 (06:47):
Okay.
And it sounds like, fill
jacki-grosso--she-her-_1_ (06:49):
Yeah.
emily-sander_1_03-28-2025_10 (06:50):
It sounds like in your first year
there was some sort ofacquisition or something like
that where, uh, there, like aschief of
jacki-grosso--she-her-_ (06:56):
Mm-hmm.
emily-sander_1_03-28-2025_ (06:56):
were taking on.
Okay.
Let me take on the chief ofstaff
jacki-grosso--she-her-_ (06:59):
Mm-hmm.
emily-sander_1_03-28-2025_1 (06:59):
but also the comms part of that and
blend those together a little
jacki-grosso--she-her-_ (07:03):
Really, it was, it, it was very much,
uh, a, a chief of staff indealing with, you know, I'm a
team of one, so to speak, and soI have a little bit of a unique
skillset in that I.
I'm working with our governmentofficials and I recognized
immediately how important it wasfor us to welcome people in and,
and be very graceful in thecommunity as a new company.
(07:26):
I'm from Central New York.
I'm from Syracuse, so I wasreally proud to be part of the
team that was going torevitalize this campus that had
been, you know, ki kind ofsluggish, um, had it had been
very steady, but there hadn'tbeen great growth.
And now, so we welcomed peoplefrom the mayor's office, from
the county executive's office,from some of the state senator's
(07:47):
office.
And you know, that was kind ofmy first and foremost, like, let
people feel comfortable comingto the facility and talking
about what we do, because I wasalso learning about biotech and
what we did.
Right.
You know, putting your AP bio towork every day.
So, so that was fun.
Uh, I think.
So that, right.
(08:07):
Incorporating all that eventexperience and what does that
mean for someone to go through?
What are those touch points thatare going to be very meaningful
to someone as they come throughthe facility and tour?
How do we work with, we have alot in central New York of R one
research institutions, uh, foracademics, right?
So leveraging.
(08:28):
All my experience working inhigher education with how do we
leverage those relationships andmake sure that we're working
with the right faculty to getthe right interns, to get the
right, you know, keep the talentthat we can in central New York.
And then also working with our,um.
You know, just our generalcommunity, where does it make
the most sense for us to, um,leverage relationships for
(08:52):
volunteerism and the spirit ofthe community?
emily-sander_1_03-28-2025_ (08:55):
Hmm.
jacki-grosso--she-her-_1_03 (08:55):
And so we work closely with, uh.
Central New York Make a Wish.
Uh, we do.
We have a lot of volunteeractivities with them.
We, we have a great science andtechnology museum here, right?
We wanna inspire the nextgeneration of researchers and
scientists.
So I would kind of be my three,three legged approach to how I
looked at the role.
emily-sander_1_03-28-2025_1 (09:16):
And so it seems like that you're a
power team of one, which I love.
A lot of chiefs of staff will,uh, will, uh, resonate
jacki-grosso--she-her-_1_ (09:23):
Yeah.
emily-sander_1_03-28-2025_1 (09:23):
And then it sounds like you're
spearheading everything on theground, like in
jacki-grosso--she-her-_ (09:27):
Mm-hmm.
emily-sander_1_03-28-2025 (09:28):
area, yet you've said you've, you're
headquartered in
jacki-grosso--she-her-_ (09:31):
Mm-hmm.
emily-sander_1_03-28-202 (09:31):
Korea, so it's like
jacki-grosso--she-her-_ (09:33):
Mm-hmm.
emily-sander_1_03-28-2025_1 (09:33):
um, flavor too.
So I'm wondering like, where isyour principal
jacki-grosso--she-her-_ (09:37):
Mm-hmm.
emily-sander_1_03-28-2025_1 (09:37):
are there other team members that
you work with?
How does that work?
jacki-grosso--she-her-_1_ (09:40):
Sure.
So, um, Seoul, Korea right nowis about 13 hours ahead of
Syracuse, right?
So they are, you know, they're,they're having lunch on
Saturday, so to speak, you know.
Um, so what we try to do is I dohave counterparts that are there
that I work very closely with,and again, it's that
relationship building.
I think it's, we, we work on avariety of different platforms,
(10:03):
whether it's email, we useteams, we use cacao.
Uh, which is the, like aWhatsApp, um, for, for in Korea.
So people are, we're kind ofsharing information all the
time.
Uh, I have, uh, meetings everyother week with, um, my team in
Korea and then a lot of other,you know, popup meetings I would
(10:24):
call.
But I like to have things setthat we can go over a bigger
agenda and then be able to justhave little touch points, uh,
throughout the weeks as we needto.
emily-sander_1_03-28-2025 (10:34):
Yeah.
And just outta curiosity, likewhat, what types of updates are
you sharing or what types ofthings are they
jacki-grosso--she-her-_ (10:39):
Mm-hmm.
emily-sander_1_03-28-2025_1 (10:39):
in?
Since literally you're kind oflike, they, they aren't
jacki-grosso--she-her-_1_ (10:43):
Yeah.
emily-sander_1_03-28-2025_10 (10:43):
so they're getting most of their
information from you.
So what are they
jacki-grosso--she-her-_1 (10:46):
Right.
So I would say I like to overcommunicate in these situations.
And for example, we just had aribbon cutting for our new
antibody drug conjugatefacility, and that's a huge$80
million investment that we madehere in Central New York and
Syracuse and one of our ex we,we demoed existing.
(11:07):
Lab space and it's astate-of-the-art, uh, a DC
facility, which is kind of nextgeneration cancer therapeutics.
So again, really proud to be apart of that growth since I was,
no one was coming over fromKorea, for example, for, for the
ribbon cutting, uh, except ourCEO and some other key, key
leaders.
But I knew that I had to have avery thorough event plan, making
(11:31):
sure that I was.
Culturally appropriate with doeverything that I was doing.
I wanted to be really mindful,uh, that we didn't americanize
this in too much and make, makeit inappropriate from any
cultural perspectives.
I credit my training, uh, youknow, always working at global
institutions, uh, for that andagain, being very, um, cognizant
(11:53):
of.
How we most appropriatelyrecognize the moment and
celebrate it down to the colorsthat we used.
Were they appropriate?
How do we is, is, is redappropriate?
Is it not appropriate?
It's, you know, within our brandcolors.
But I just wanted to make surethat every, every detail was
extremely thought out andwell-planned.
So started about six weeks inadvance, sharing documents, an
(12:15):
event plan, getting feed.
Their feedback from that.
Making sure that at ourcorporate headquarters,
everything was aligned.
Uh, these are situations where Ifeel that you ask for
permission, not forgiveness,right?
You know, sometimes it's theother way around.
But in this instance, I wantedto be extremely respectful of
(12:36):
our CEO and our, um, ourchairman, you know, who we're
gonna be coming for the, for theevent, uh, in very delicate and
sensitive matters handledappropriately.
So I think that's another.
Gift that I've kind of gottenalong the way with working with
different leaders, uh, the, um,that VIP treatment that, you
know, making the mostappropriate decisions they have
(12:58):
sometimes, again, have to besuper quick, but we have to
pivot and make a decision forwhatever we needed.
And, you know, having an outdoorevent in Syracuse in March is
always risky.
So
emily-sander_1_03-28-2025_ (13:11):
your fingers.
jacki-grosso--she-her-_1_03- (13:12):
it was, I, well, I had my backup to
my back backup.
Right.
I always like to say with eventmanagement, you have to have
your doomsday scenario, right?
We, we've had a, a quite awinter here with a lot of snow,
so I had contingency plans.
Uh, fortunately we ended up witha.
Glorious spring day and, uh, youknow, everything went off just
(13:34):
without, without a hitch.
But I was super excited that,you know, we didn't have to go
to the plan B as I, as Ialready,
emily-sander_1_03-28-2025_10 (13:40):
Or C or D
jacki-grosso--she-her-_1_ (13:41):
yeah, Mm-hmm.
Mm-hmm.
Ab Absolutely.
And it's the, the devil's reallyin the details with those
events.
Particularly I think to instillconfidence in A-C-E-O-I wanted
him to walk in.
We really did a very brief runthrough.
I had to run a show, here's howthis is going to work.
And you have to have a commandand control of the situation,
(14:02):
uh, and then be able to beflexible throughout it.
'cause I was also serving as mcfor the event.
So I couldn't, you know,troubleshoot from the sides or
anything, uh, like I normallywould.
But again, I think, uh, havingthe event management experience
that I do, coupled with theceremonial events that I've
done, like a commencement or aconvocation in higher education,
(14:26):
where there's such a deeprespect for protocol and
tradition, it really, you know,at the time you don't think, you
don't know what's gonna helpyou, but those types of
situations really.
You know, uh, help, help metremendously.
emily-sander_1_03-28-2025_ (14:39):
It's a perfect
jacki-grosso--she-her-_1_ (14:40):
Yeah.
emily-sander_1_03-28-2025 (14:40):
like.
And I'm curious, are, is this,was this like a once, like a
year type of event or are youdoing multiple events like this?
A y um, a year.
jacki-grosso--she-her-_1_0 (14:50):
This was the first event that I've
done at this scale on ourSyracuse Bio campus.
We had done a, an event, Iwasn't with the company at the
time when, um, we made thepurchase and they did a much
larger ribbon cutting for, tocelebrate the whole, um.
The whole acquisition andpurchase at the site.
So, uh, this was the first tosee how, you know, what, what
(15:13):
are we gonna do?
How, how do I do events?
You know, I like to bring theflavor and the celebratory
nature of what we do atcommencement into a corporate
setting.
So we did have, you know, I hadto have my live tr live music,
you know, I made sure that therewas a trumpeter and a
keyboardist and really justleaning into understanding.
(15:33):
The remarks, you know, I helpedpeople draft their remarks.
Uh, I helped, you know, do therun a show.
I wanted things to be verytight.
I knew that our CEO andleadership had a very tight
schedule.
They were only in Syracuse for avery short amount of time, and
then they also wanted to tourour labs and see the facility.
(15:53):
And it's a situation where youhave to gown up, right?
So you're in.
Tyvek suits, zip up with, youknow, hair nets and, um, beard
coverings if appropriate, andgloves.
So you have to allow for allthat time, right?
You know, what, how much, howlong is this going to take?
All right.
We've got this amount of time sothat, you know, the, the
preparation is really key.
(16:15):
Uh, but I think that if you planit well, things, you know,
things tend to go go about aswell as you can.
Hope for in those instances andin working with a great team on
site from security to EHS and,and everybody that I had here,
you have to really know how todot connect to get everything
done.
emily-sander_1_03-28-2025_1 (16:34):
And then after effort is done, like
everyone breathes a huge sigh ofrelief where it's like, oh, it
went off.
went really
jacki-grosso--she-her-_1_ (16:40):
Yeah.
emily-sander_1_03-28-202 (16:40):
that's amazing.
Um, do, so I'm curious, focus ismostly in your.
In your, um, geographic locationit sounds like, but are you
doing other things too withother events or, um, you know,
team meetings at the
jacki-grosso--she-her-_ (16:56):
Mm-hmm.
emily-sander_1_03-28-2025_10 (16:56):
or with other team members?
Or is it for you, is it mostlyMy job is to make sure we have a
presence here in this, uh,central
jacki-grosso--she-her-_ (17:04):
Mm-hmm.
emily-sander_1_03-28-2025_ (17:04):
area and really get our footprint
there.
jacki-grosso--she-her-_ (17:07):
Mm-hmm.
Uh, you know, I like to thinkthat we're, we're local, but
global.
So I'm very focused.
We're, Syracuse is the only sitein, um, in Central New York that
we have, uh.
But I have also traveled toEurope, um, to meet with
prospective customers.
Uh, we have, uh, severalinternational trade shows.
(17:29):
Uh, we also have Bio USA that'scoming up that, uh, last year
was in San Diego this year.
It's in, uh, Boston in June.
So we're just like many, we'rejust kicking off into that big
trade show season, which isreally important for us as a new
company.
emily-sander_1_03-28-2025 (17:45):
Okay, so kind of chief of staff and
then the communications pieceseems to be emphasized where
like you're getting brandrecognition or you're making
connections with potentialpartners and just getting,
getting the company out
jacki-grosso--she-her-_ (17:57):
Mm-hmm.
Right?
Yes.
And I would say that mybackground in digital marketing
really helps in this area,right?
I've kind of d done a lot nowthat when I start talking about
it, but being, having abackground in digital marketing
and understanding how.
You can have these one to manyconversations with the right, if
(18:17):
you're targeting the rightaudience, and making sure that
we're partnering with the rightpublications and being able to
have, um, ed educating and, andmeeting our, our audience, our
prospective customers where theyare.
So that's done, you know, attrade shows through digital
marketing, uh, through thoughtleadership.
So I'm trying to lay thegroundwork for a lot of that.
(18:37):
Um.
Uh, areas of expertise that I, Ireally feel that we have some
great scientists, great leadersthat can be able to educate
people and, and are getting moreand more comfortable with
sharing their expertise throughthought leadership.
emily-sander_1_03-28-2025_1 (18:52):
And how does that work?
So I'm thinking like scientistswho.
are perhaps
jacki-grosso--she-her-_ (18:57):
Mm-hmm.
emily-sander_1_03-28-2025_1 (18:58):
and very technical and then trying
to get that message out soperhaps non-technical
jacki-grosso--she-her-_1 (19:03):
Right.
emily-sander_1_03-28-2025_1 (19:04):
can understand that.
Is there a bit of, bit oftranslation just with like the
deep subject matter expertise toa general population?
jacki-grosso--she-her-_1_0 (19:11):
Yes.
And I would say, um, I, I thinkthat as, as a writer, you have
to be able to really understanda lot of topics, right?
You know, you don't need to be adeep expert in everything, but
you need to have a little bit ofknowledge about a lot.
And my writing ability, I.
Uh, because I can write fast andbe able to digest things right?
Tell me three things I need tobe able to know.
(19:33):
Uh, and so I work with a couple,um, really talented leaders who
can teach me about biotech andwhat does this mean and how do I
explain this?
If, if, to someone with, youknow, I, I always use the sixth
grade science education, youknow, like, how do, how do I
explain this?
Highly complex, you know, uh,chemistry to someone that isn't.
(19:55):
Necessarily a scientist ordoesn't have a scientific
background in, in reporting.
So if I can do that, then Ithink that a lot of other people
can do, can do it.
And yeah, I try to, you know,storytelling extremely
important, right?
That these are relatable topicsthat I don't think there's
anyone right now unfortunatelywho hasn't been touched, touched
by cancer, whether themselves orin their family.
(20:17):
And what's very meaningful andinspiring to me is that we can.
Work with differentpharmaceutical companies to
bring different therapeutics tothe marketplace to help treat
and extend people's lives.
Right?
So that's a very relatable storyto people.
Like there's no bad news there,right?
This is all next generationmanufacturing that's happening.
(20:41):
Mm-hmm.
emily-sander_1_03-28-2025_100 (20:41):
A thousand percent.
Yeah, I mean, it's, it's apersonal story for, for nearly
jacki-grosso--she-her-_ (20:45):
Mm-hmm.
emily-sander_1_03-28-2025_1 (20:45):
Um, was that a challenge though,
when you first got, there werepeople used to saying, okay, I
have to be able to get, get thatinformation out in a different
way.
Were you helping them learn howto, how to do that?
Or was that just like, no,we're, we're happy to tell our
story and we need someone to beable to.
To, to package that up and
jacki-grosso--she-her-_1_ (21:04):
Okay.
emily-sander_1_03-28-2025_1 (21:05):
out to a different audience.
But we're more, we're more thanhappy to tell our story.
jacki-grosso--she-her-_1_03- (21:08):
I, I think, uh, you know, it was a
little bit of a mix.
There had not been a chief ofstaff in my role on site, you
know?
emily-sander_1_03-28-2025_1 (21:16):
Um.
jacki-grosso--she-her-_1 (21:16):
Right.
So that was new and I was new tothe company and, uh, to a lot of
very senior and tenuredindividuals who'd been here.
Uh, I didn't have a sciencebackground and I didn't, um.
You know, I think thateverything had kind of been
handled what they called abovesite.
So until Lote came in, we didn'thave it.
(21:37):
And human resources and uh,finance and communications in
our facility, everything washandled what they called above
site at a different location.
Right.
So this was kind of an educationprocess for.
Um, you know, leverage myskills, Lev lean into the
experts that we've hired now,and we have to kind of figure
(21:57):
this out.
How do, how do we work togetherand how do we move the business
forward very quickly?
Um, so I, I think that that was,people are willing, I just have
to give them the confidence to,um, you know, this is how we
post things on LinkedIn.
This is what's appropriate.
Right.
You know, this is how, and, andjust the training, you know, I
think.
(22:18):
Biotech and pharma in general isa very conservative industry
where there's, there's a lot ofpro, um, you know, proprietary
information that you can't shyou can't share.
So I think we just have to kindalook and see, well, what can we
share?
What good news can we share?
How do we talk about ourselvesin a way that's relatable and,
(22:38):
um, positive and, you know,demonstrating our reliability
for, for customers and thequality.
So we can do that in a, in a waythat isn't, you know, we're not,
you know, completely, um,sharing any company secrets or
talking about our clients in away that would be inappropriate.
But we can talk about the goodwork that we're doing on, on our
(22:59):
site.
So, yeah, I think it's justbeing, you know, it's, it's the
subtleties of communication thatwe can really work with people.
emily-sander_1_03-28-2025_1 (23:07):
And it seems like it was a very
astute move by perhaps the CEOor some other leadership
chairman to bring in people likeyourself with the skillset that
you had to.
To compliment the, the amazingscientists and the different
work you were doing at that deeplevel, but knowing that we're
gonna have to have this, thiscomponent or this layer layer as
(23:28):
well to do what we wanna do inthe industry.
So I was wonder,
jacki-grosso--she-her-_ (23:32):
Mm-hmm.
emily-sander_1_03-28-2025_ (23:33):
like when you came in it was that a
intentional move to be able todo that?
What was the motivation behind
jacki-grosso--she-her-_1_03-2 (23:39):
I like to think so.
You know, I, I think it is, um,you know, in one of my former,
um, managers called me thesecret weapon because Right,
because I could kind of.
Toggle between worlds.
I, I can go from manufacturingto VIP, I can go hospitality, I
can, I can toggle in a lot ofdifferent roles and I think
(24:00):
that's really the key to being asuccessful chief of staff is a
bit of a chameleon that you can,you know.
Morph into the situation thatyou're needed to be at.
And that requires really goodlistening, uh, high degree of
emotional intelligence, and, youknow, really a, a deep sense of
(24:21):
empathy for others.
And, you know, those are thethings that I, you're we're
still learning, right?
We're, we're still getting ourfeet wet in so many different
things, but.
What I always wanna make surethat we do is put our best foot
forward, uh, in, in anything wedo, whether it's the ribbon
cutting or we're welcoming, um,guests to our facility, whatever
it might be.
(24:42):
Uh, you know, I think it's justimportant that we don't, um,
make any missteps along the way.
And that comes from just greatteamwork, uh, good listening and
great planning.
emily-sander_1_03-28-2025 (24:53):
Yeah.
And speaking of teamwork, whoelse on the team are you
interacting with the most?
I know you mentioned kind ofthe, the regular calls and
meetings and then kind of thepopup meetings and so forth, but
I'm assuming like the CEO is oneof your main people you speak
with, and then are there otherswhere it's like, yeah, you know,
this person and I work prettyclosely together on a regular
jacki-grosso--she-her-_1_ (25:12):
Yeah, I work, uh, a lot with our
senior leadership team and, uh,that's, you know, everyone from
facilities to director ofmanufacturing to, uh,
development.
And, and I've learned a lot fromthem.
Uh, you know, particularly.
On, you know, the science end ofthings and how do we talk about
ourselves?
'cause they have such deepbackground in, in our, them our
(25:34):
manufacturing areas and they'vebeen on site for so long.
Uh, I work a lot with our humanresources team because we're con
as we're standing up a lot ofour own policies and, you know,
ways of working.
I think it's really importantthat we have communication with.
Those, um, with our employees asmuch as possible.
And that's also setting up thesystems and to get us where I
(25:57):
think we need to be.
I like to, uh, push ourselvesoutside of our comfort zone a
little bit and think about howwe can do things different,
better, faster, cheaper, youknow?
Uh, I think, but also what'sinteresting is we have to meet
our employees where they are.
So we have.
Folks who are 24, we have folkswho are 64, and those
(26:19):
generational gaps, people wanttheir information in different
ways, right?
Some people are textingconstantly.
Other people want thatone-to-one communication.
So it's, it's a matter offinding that delicate balance
and encouraging people to moveforward.
I think, you know, in, in.
Go to social media, go toLinkedIn, it's okay to watch our
(26:39):
YouTube channels.
This is how it's okay to getinformation this way because
this is, um, we're talking aboutour, our talking about our brand
and what we're doing, and, and alot of times you're gonna find
out on social before yourmanager has the opportunity to
tell you something.
emily-sander_1_03-28-2025 (26:55):
Yeah, and I remember I would always
try to encourage our ouremployees to like.
Like posts on social
jacki-grosso--she-her-_ (27:01):
Mm-hmm.
emily-sander_1_03-28-2025_1 (27:01):
and your experience, like hopefully
it's a good experience.
But like those are the bestbrand ambassadors.
jacki-grosso--she-her-_ (27:06):
Mm-hmm.
emily-sander_1_03-28-2025_1 (27:06):
uh, sometimes.
And so things like that where ifyou have engagement, um, from
staff in their own
jacki-grosso--she-her-_ (27:12):
Mm-hmm.
emily-sander_1_03-28-2025_1 (27:13):
you know, not, not twisting their
words for them, but that can besome of the best marketing you
can have.
jacki-grosso--she-h (27:19):
Absolutely.
You know, it.
From a recruiting, you know,again, recruiting and retention.
And I, I think using LinkedIn isone of the most powerful tools
that are, that's out there, um,with almost a billion people on
LinkedIn around the world.
And given that we're a globalcompany, I'm a huge advocate for
that.
Right.
You know, I think using shortform video, um, using your
(27:42):
employees as in partnering withthem as experts.
Particularly, I think a lot ofpeople are like, no, I don't, I
don't, I don't have anything tosay at this.
I'm like, yes, you do.
You're an expert in your field.
You, you know, what are youreading?
What, what do you think aboutcertain situations that are
going on?
It's okay for you to post thaton, on your LinkedIn channel.
(28:02):
I think it's interesting whenpeople have opinions.
Uh, and it, it helps position usfor, um, you know, our expertise
and to leverage that expertisewhen you can lean into different
articles and demonstrate, youknow, that that kind of thought
leadership that we're reallylooking for.
emily-sander_1_03-28-2025 (28:20):
Yeah, so it sounds like many chiefs of
staff, you're moving in and outof like event
jacki-grosso--she-her-_ (28:24):
Mm-hmm.
emily-sander_1_03-28-2025_1 (28:24):
and ribbon cutting and this and
these big, uh, massive peakevents, and then like the
internal employee engagementpieces and all the
jacki-grosso--she-her-_1 (28:31):
Right.
Yeah.
emily-sander_1_03-28-20 (28:32):
talking to a fellow chief of staff and
you have some words of wisdom orany advice on like how to keep
yourself organized and how tokeep
jacki-grosso--she-her-_ (28:39):
Mm-hmm.
emily-sander_1_03-28-2 (28:39):
straight and like, okay, I have.
amount of time and I have allthese important things to do.
Any, um, any advice you would,you would pass on to fellow
chiefs of staff?
jacki-grosso--she-her-_1_ (28:49):
Gosh, I think, um.
One thing I wish I did betterwas I better at technology and
really leaning into, so I liketo really find good partners in
every professional discipline onmy campus.
So I have my, my Peeps, youknow, in in, in it, in hr.
And I like to ask a lot ofquestions, right?
(29:10):
Like, how do I do this better?
And I think that that's when youhave enough.
Um, awareness that you can leaninto your, uh, your technology
and be a, be comfortable inyour, um, in your own self.
That you don't need to be thesmartest person in the room, but
you can leverage other peoplewho you know, are super smart.
(29:32):
That's, that's a skill, that's agift.
And, and I'm okay not being thesmartest person in the room and
asking a lot of questions.
I, I think that I can.
Toggle again between and, andbuild those relationships.
And they know I can lean intothem and they can lean into me
when something is needed.
emily-sander_1_03-28-2025_10 (29:49):
as you've been in this chief of
staff role for a bit now, areyou becoming the go-to person
for your team members foranything I.
jacki-grosso--she-her-_1_ (29:55):
yeah.
Um.
Funny that I think we're leaninga little bit into the
environmental branding on ourcampus and all the refresh,
right?
So how does that look?
What does that look like on ourcampus?
How do we refresh and make our,modernize our campus, uh, and,
and lean into our, our, ourcorporate essence?
(30:15):
And, you know, what we wouldwant our visual identity to be?
And so I'm helping, you know, wejust got done picking out the
paint colors for, uh, fordifferent rooms and the
furnishings and how do wemodernize our campus so that we
look like, like a 21st centurycompany and, you know, really,
uh.
Having those, I, I think peoplereally wanna take a place of
(30:37):
pride in their workplace andbeing able to, we're refreshing
conference rooms and sharedspaces in cafeterias and what
does that mean and what doesthat look like?
And especially as we recruittalent to come to Central New
York, that's very importantbecause a lot of times, you
know, they're coming from, youknow, really beautiful corporate
headquarters or, or wherever itmight be in, in bigger cities.
(30:59):
And we can compete with that,but it's just a matter of making
sure that we're.
Using our ability to lean intoour visual identity.
So it's everything from, uh, youknow, again, paint colors and
fonts and the graphics thatwe're putting, um, around,
around our campus.
And we just installed a huge 26foot banner on the exterior of
(31:22):
one of the buildings for theribbon cutting.
But it looks great and right,and people want that sense of
pride when they come to work.
emily-sander_1_03-28-2025_100 (31:29):
I love that you said that because
a lot of chiefs of staff don'tthink about that aspect, but yet
people come to work every day.
They wanna
jacki-grosso--she-her-_ (31:37):
Mm-hmm.
emily-sander_1_03-28-2025_10 (31:38):
of where they work.
They wanna be, they wanna beable to share this with their
family and friends and say,
jacki-grosso--she-her-_ (31:42):
Mm-hmm.
emily-sander_1_03-28-2025_10 (31:42):
is where I work, this is what I
get.
Do.
And even just things like the
jacki-grosso--she-her-_ (31:46):
Mm-hmm.
emily-sander_1_03-28-2025_1 (31:47):
sit in, or even the
jacki-grosso--she-her-_ (31:48):
Mm-hmm.
emily-sander_1_03-28-2025_10 (31:49):
in if that, if the colors are
bright and inviting, you have acertain energy to it versus, you
know, you can imagine the, thedull
jacki-grosso--she-her-_1 (31:56):
Right.
emily-sander_1_03-28-2025_ (31:57):
with kind of the rickety lights kind
of creaking above them and allthose things.
So I think, I love that you saidthat'cause chiefs of staff with
teammates can help create thatenvironment for staff and for
the employees and it makes somuch of a difference.
jacki-grosso--she-her-_1_03 (32:11):
It.
It really does.
And I think the aesthetic ofwhen, especially for younger,
right?
There's kind of, um.
A huge competitive race in a lotof high, higher education
institutions.
Right?
We see these college campusesand they're like, resorts, and
so how do, right.
We know you're coming and I Youwanna,
emily-sander_1_03-28-2025 (32:28):
This,
jacki-grosso--she-her-_1_ (32:29):
yeah, I was, it wasn't like that
either, but I, I think what'sreally, I.
Great is you want the studentswho are coming out of there,
most of them are gonna go intolabs, if they're going into to
biotech, right.
And, but our, we just renovateda beautiful new lab and it's
light and bright and airy.
And I, I think that those typesof things really impact your,
(32:50):
your, your mood at work, yoursentiment, how you feel about
your sense of place.
And, and that's just really,really important.
And we, we did a wonderful jobof that at Syracuse University.
Enormous pride in the campus.
Um, arguably I think one of themost beautiful campuses on in
the country, a very eclectic mixof buildings.
And I took that experience fromhow we would continually
(33:11):
refresh, you know, a campus thatwas 150 years old, plus I.
And how do you make that feelmodern and what modern spaces do
people want?
People study and work so muchmore collaboratively than they
used to, that you have to beable to meet again, the audience
where they are, the, the youngeremployees.
They want senses of communityand that, that I think really
(33:33):
goes a long way with employeeretention.
emily-sander_1_03-2 (33:36):
Absolutely.
Yeah.
You've said so much.
You've said so much on meetingthe audience, where they're at
externally and
jacki-grosso--she-her-_ (33:42):
Mm-hmm.
emily-sander_1_03-28-2025_1 (33:43):
and going out to events and things
like this, and then also meetingyour audience.
Internally, your employees andespecially the younger
generation.
So
jacki-grosso--she-her-_1_ (33:49):
Yeah.
emily-sander_1_03-28-202 (33:50):
you've kind of got both those frames
going on with your chief ofstaff role.
Any final words of wisdom orthings you want other chiefs of
staff to know?
Like I, I really would've likedto know this coming into the
role or hear something that Ifound to be helpful over and
over that you wanna share withpeople.
jacki-grosso--she-her-_1_ (34:06):
Gosh.
I think in this role, um.
You know, being, being flexibleis, is the most really listening
and being flexible to see whatthe direction and the vision of
your CEO, your general manager,that leadership team, right?
What, what is that and look likeand what, it's not just for the
next three to six months, butwhat are the next three to five
(34:27):
years look like and how do welay that foundation for success
now so that.
When you move on to a differentrole or you're training someone
who might take your role, how doyou build that foundation from
the ground up and then be ableto pass it on to the next
person?
Right.
You don't, people shouldn't haveto reinvent the wheel if things
are done.
Um, done well, and I, I, I wouldreally like, you know, for the
(34:50):
next person who steps into myrole to be like, wow, I've got
this great foundation.
Here's my go forward plan.
This is what I need to do, andbe able to, um, hit the ground
running.
emily-sander_1_03-28 (35:02):
Beautiful.
Jackie, thank you so much.
jacki-grosso--she-her-_1 (35:04):
really appreciate it.
Great being with you.
Our guest today is Jackie Grosso.
And Jackie is hailing fromSyracuse, New York.
Um, so all the way on the otherside of the country.
But Jackie, thank you so muchfor joining us.
jacki-grosso--she-her-_1_ (00:35):
Thank you.
I'm so excited to be here.
emily-sander_1_03-28 (00:39):
Beautiful.
So when we first connected, wewere just going back and forth
on different chief of staffcertifications and groups and
training, and we had a chatabout that.
And I know that you've beenaccepted to Chief of Staff
Association, which is excitingand a great program.
Um, but you are the chief ofstaff and communications
manager.
(00:59):
So a
jacki-grosso--she-her-_ (00:59):
Mm-hmm.
emily-sander_1_03-28-2025_1 (01:00):
And just to get us started, can you
give us a quick background ofhow you got up to that role and
what you have been doing up tothat point?
jacki-grosso--she-h (01:06):
Absolutely.
So my role at Chief of Staff atLote Biologics, uh, we are a
biotech company in Syracuse, NewYork, and I would where our
headquarters are in Seoul,Korea.
Uh, I like to think of my pathto where I've gotten today has
been quite a journey of, youknow, twists and turns and.
Pivots and things that are kindof e exciting and there's no
(01:28):
straight trajectory on anybody'scareer.
I don't think so.
Uh, I started my career in megaevent management with the
Olympics.
That was kind of on a lark,right?
That was like, I think I'm gonnamove to Atlanta and work on the
Olympics.
Uh, so that was where itstarted.
And.
Really, um, leaned into a lot ofthat project management roles,
(01:51):
uh, at, at different venues for,uh, different sporting events.
Really liked that energy ofbeing, uh, in different, uh,
activities and sporting in majorleague baseball or football,
whatever it might be.
Uh, and the Olympics of course.
And then, um, decided thatthat's great.
But, uh.
(02:13):
I was always working wheneveryone else was playing.
When you work in the, in thoselarge event, you know, venues,
and I said, so I think it wastime to go back.
I got my master's degree.
I worked full-time while I didthat and was able to work at
Carrier Corporation and thenmove to medical device
management, uh, at Welch Allenthat is now, uh, Baxter.
(02:36):
Uh, so really kind of pivoting,but always staying in that
communications special event,corporate communications roles.
Uh, I leaned into a lot of theoperations management with
different.
Ways to be able to open up, uh,doors in different facilities
around the world.
Uh, moving over.
I went to Syracuse University,which was a huge jump to go from
(02:58):
for-profit to not-for-profit,but I really, um, loved being at
a large major researchinstitution.
I think that working withstudents, you get to do a, a, a
bit of everything.
And I worked in strategiccommunications there.
Uh, a lot of strategicinitiatives.
Syracuse University is largeenough that it's basically like
(03:19):
you're running a city.
Mean there's 25,000 students, soanything can happen at any given
time.
And then, uh, most recentlypivoted over to, uh, biotech
after a long career at Syracuseand, uh, and moved over to Chief
of staff at Lotte Biologics.
Which we're really like astartup, right?
So it's, it's kind of all overthe place.
(03:41):
Uh, but we're really like astartup and, and you're getting
to do a little bit ofeverything.
emily-sander_1_03-28-202 (03:45):
what's their mission and what's your,
what's your objective as acompany you're trying to
achieve?
jacki-grosso--she-her-_1_03- (03:49):
So Lotte Biologics is a division of
Lotte Corporation, which isbased in Korea.
And Lotte Biologics is, uh, acontract development and
manufacturing organization,A-C-D-M-O, as it's known in the
biotech industry.
And we manufacture differenttherapeutics for companies.
So our vision is to be able toenable a healthier world, and
(04:13):
our, essentially what we can dois take a recipe for a, a, a
drug or a, a therapeutic and beable to manufacture it for a
different company.
There's a lot of reasons whylarge pharmaceutical companies
want.
Uh, to have A-C-D-M-O and beingthat we're based in the United
States and we're FDA approved,as well as approved by 62 other
(04:35):
regulatory agencies, it's a goodpartnership for them to have as
they work on development andmanufacturing of different drugs
and pharmaceuticals.
emily-sander_1_03-28-2025 (04:45):
Okay, so you started small with the
Olympics just to start kick offyour
jacki-grosso--she-her-_1_ (04:49):
Yeah.
emily-sander_1_03-28-2025_1 (04:49):
and then you went to running
essentially a small city andthen now you're in biotech at a
jacki-grosso--she-her-_ (04:55):
Mm-hmm.
Mm-hmm.
emily-sander_1_03-28-2025 (04:58):
bunch of
jacki-grosso--she-her-_1_ (04:58):
Yeah.
emily-sander_1_03-28-2025_1 (04:59):
but sounds like, you know, events
and, and energy andcommunications has been
somewhat.
Of a through line for
jacki-grosso--she-her-_1 (05:06):
Great.
emily-sander_1_03-28-2025_1 (05:06):
So, um, can you just give us a, a
glimpse of like your first 90days or maybe even your first
year in your chief of staffrole?
What was, what was that like foryou?
jacki-grosso--she-her-_1_ (05:16):
Sure.
So I think, you know, I like to,one of the things I said in my
job interview was, I'm verycomfortable when things are
messy and, and like that bigbowl of spaghetti.
And then let, let's take itapart and rebuild it and what
works.
Doesn't or doesn't work, we canchange things.
Right.
I think, I think that's, thatadaptability is one of the
biggest assets in this role isthat things are not set in
(05:38):
stone.
This is not how you do things.
Let's figure out and make itwork for what our needs are.
We're a small company.
Uh, we're entering into a verycompetitive marketplace as a
contract development andmanufacturing organization.
Uh, we're in central New York.
Which we're not exact.
We're more of a biotech desertthan a, a biotech ecosystem like
(06:01):
in Cambridge.
So I think that what we reallybe able to do is lean into our
strengths of our company and,and the people.
We retained about 96% of thepeople who were with the prior
organization prior when ourcompany bought.
So that to me was extremelymeaningful, right?
That we didn't have to do layoffcommunications or transition
(06:22):
communications that.
96% of the people stayed up.
So lean into those strengths ofthe people who are longtime
employees, nurture them, be ableto really talk about that
standard of excellence that wehave, reliability, high quality,
uh, you know, those are thethings that we're gonna be able
(06:42):
to, to leverage when we talk toprospective customers.
emily-sander_1_03-28-2025 (06:47):
Okay.
And it sounds like, fill
jacki-grosso--she-her-_1_ (06:49):
Yeah.
emily-sander_1_03-28-2025_10 (06:50):
It sounds like in your first year
there was some sort ofacquisition or something like
that where, uh, there, like aschief of
jacki-grosso--she-her-_ (06:56):
Mm-hmm.
emily-sander_1_03-28-2025_ (06:56):
were taking on.
Okay.
Let me take on the chief ofstaff
jacki-grosso--she-her-_ (06:59):
Mm-hmm.
emily-sander_1_03-28-2025_1 (06:59):
but also the comms part of that and
blend those together a little
jacki-grosso--she-her-_ (07:03):
Really, it was, it, it was very much,
uh, a, a chief of staff indealing with, you know, I'm a
team of one, so to speak, and soI have a little bit of a unique
skillset in that I.
I'm working with our governmentofficials and I recognized
immediately how important it wasfor us to welcome people in and,
and be very graceful in thecommunity as a new company.
(07:26):
I'm from Central New York.
I'm from Syracuse, so I wasreally proud to be part of the
team that was going torevitalize this campus that had
been, you know, ki kind ofsluggish, um, had it had been
very steady, but there hadn'tbeen great growth.
And now, so we welcomed peoplefrom the mayor's office, from
the county executive's office,from some of the state senator's
(07:47):
office.
And you know, that was kind ofmy first and foremost, like, let
people feel comfortable comingto the facility and talking
about what we do, because I wasalso learning about biotech and
what we did.
Right.
You know, putting your AP bio towork every day.
So, so that was fun.
Uh, I think.
So that, right.
(08:07):
Incorporating all that eventexperience and what does that
mean for someone to go through?
What are those touch points thatare going to be very meaningful
to someone as they come throughthe facility and tour?
How do we work with, we have alot in central New York of R one
research institutions, uh, foracademics, right?
So leveraging.
(08:28):
All my experience working inhigher education with how do we
leverage those relationships andmake sure that we're working
with the right faculty to getthe right interns, to get the
right, you know, keep the talentthat we can in central New York.
And then also working with our,um.
You know, just our generalcommunity, where does it make
the most sense for us to, um,leverage relationships for
(08:52):
volunteerism and the spirit ofthe community?
emily-sander_1_03-28-2025_ (08:55):
Hmm.
jacki-grosso--she-her-_1_03 (08:55):
And so we work closely with, uh.
Central New York Make a Wish.
Uh, we do.
We have a lot of volunteeractivities with them.
We, we have a great science andtechnology museum here, right?
We wanna inspire the nextgeneration of researchers and
scientists.
So I would kind of be my three,three legged approach to how I
looked at the role.
emily-sander_1_03-28-2025_1 (09:16):
And so it seems like that you're a
power team of one, which I love.
A lot of chiefs of staff will,uh, will, uh, resonate
jacki-grosso--she-her-_1_ (09:23):
Yeah.
emily-sander_1_03-28-2025_1 (09:23):
And then it sounds like you're
spearheading everything on theground, like in
jacki-grosso--she-her-_ (09:27):
Mm-hmm.
emily-sander_1_03-28-2025 (09:28):
area, yet you've said you've, you're
headquartered in
jacki-grosso--she-her-_ (09:31):
Mm-hmm.
emily-sander_1_03-28-202 (09:31):
Korea, so it's like
jacki-grosso--she-her-_ (09:33):
Mm-hmm.
emily-sander_1_03-28-2025_1 (09:33):
um, flavor too.
So I'm wondering like, where isyour principal
jacki-grosso--she-her-_ (09:37):
Mm-hmm.
emily-sander_1_03-28-2025_1 (09:37):
are there other team members that
you work with?
How does that work?
jacki-grosso--she-her-_1_ (09:40):
Sure.
So, um, Seoul, Korea right nowis about 13 hours ahead of
Syracuse, right?
So they are, you know, they're,they're having lunch on
Saturday, so to speak, you know.
Um, so what we try to do is I dohave counterparts that are there
that I work very closely with,and again, it's that
relationship building.
I think it's, we, we work on avariety of different platforms,
(10:03):
whether it's email, we useteams, we use cacao.
Uh, which is the, like aWhatsApp, um, for, for in Korea.
So people are, we're kind ofsharing information all the
time.
Uh, I have, uh, meetings everyother week with, um, my team in
Korea and then a lot of other,you know, popup meetings I would
(10:24):
call.
But I like to have things setthat we can go over a bigger
agenda and then be able to justhave little touch points, uh,
throughout the weeks as we needto.
emily-sander_1_03-28-2025 (10:34):
Yeah.
And just outta curiosity, likewhat, what types of updates are
you sharing or what types ofthings are they
jacki-grosso--she-her-_ (10:39):
Mm-hmm.
emily-sander_1_03-28-2025_1 (10:39):
in?
Since literally you're kind oflike, they, they aren't
jacki-grosso--she-her-_1_ (10:43):
Yeah.
emily-sander_1_03-28-2025_10 (10:43):
so they're getting most of their
information from you.
So what are they
jacki-grosso--she-her-_1 (10:46):
Right.
So I would say I like to overcommunicate in these situations.
And for example, we just had aribbon cutting for our new
antibody drug conjugatefacility, and that's a huge$80
million investment that we madehere in Central New York and
Syracuse and one of our ex we,we demoed existing.
(11:07):
Lab space and it's astate-of-the-art, uh, a DC
facility, which is kind of nextgeneration cancer therapeutics.
So again, really proud to be apart of that growth since I was,
no one was coming over fromKorea, for example, for, for the
ribbon cutting, uh, except ourCEO and some other key, key
leaders.
But I knew that I had to have avery thorough event plan, making
(11:31):
sure that I was.
Culturally appropriate with doeverything that I was doing.
I wanted to be really mindful,uh, that we didn't americanize
this in too much and make, makeit inappropriate from any
cultural perspectives.
I credit my training, uh, youknow, always working at global
institutions, uh, for that andagain, being very, um, cognizant
(11:53):
of.
How we most appropriatelyrecognize the moment and
celebrate it down to the colorsthat we used.
Were they appropriate?
How do we is, is, is redappropriate?
Is it not appropriate?
It's, you know, within our brandcolors.
But I just wanted to make surethat every, every detail was
extremely thought out andwell-planned.
So started about six weeks inadvance, sharing documents, an
(12:15):
event plan, getting feed.
Their feedback from that.
Making sure that at ourcorporate headquarters,
everything was aligned.
Uh, these are situations where Ifeel that you ask for
permission, not forgiveness,right?
You know, sometimes it's theother way around.
But in this instance, I wantedto be extremely respectful of
(12:36):
our CEO and our, um, ourchairman, you know, who we're
gonna be coming for the, for theevent, uh, in very delicate and
sensitive matters handledappropriately.
So I think that's another.
Gift that I've kind of gottenalong the way with working with
different leaders, uh, the, um,that VIP treatment that, you
know, making the mostappropriate decisions they have
(12:58):
sometimes, again, have to besuper quick, but we have to
pivot and make a decision forwhatever we needed.
And, you know, having an outdoorevent in Syracuse in March is
always risky.
So
emily-sander_1_03-28-2025_ (13:11):
your fingers.
jacki-grosso--she-her-_1_03- (13:12):
it was, I, well, I had my backup to
my back backup.
Right.
I always like to say with eventmanagement, you have to have
your doomsday scenario, right?
We, we've had a, a quite awinter here with a lot of snow,
so I had contingency plans.
Uh, fortunately we ended up witha.
Glorious spring day and, uh, youknow, everything went off just
(13:34):
without, without a hitch.
But I was super excited that,you know, we didn't have to go
to the plan B as I, as Ialready,
emily-sander_1_03-28-2025_10 (13:40):
Or C or D
jacki-grosso--she-her-_1_ (13:41):
yeah, Mm-hmm.
Mm-hmm.
Ab Absolutely.
And it's the, the devil's reallyin the details with those
events.
Particularly I think to instillconfidence in A-C-E-O-I wanted
him to walk in.
We really did a very brief runthrough.
I had to run a show, here's howthis is going to work.
And you have to have a commandand control of the situation,
(14:02):
uh, and then be able to beflexible throughout it.
'cause I was also serving as mcfor the event.
So I couldn't, you know,troubleshoot from the sides or
anything, uh, like I normallywould.
But again, I think, uh, havingthe event management experience
that I do, coupled with theceremonial events that I've
done, like a commencement or aconvocation in higher education,
(14:26):
where there's such a deeprespect for protocol and
tradition, it really, you know,at the time you don't think, you
don't know what's gonna helpyou, but those types of
situations really.
You know, uh, help, help metremendously.
emily-sander_1_03-28-2025_ (14:39):
It's a perfect
jacki-grosso--she-her-_1_ (14:40):
Yeah.
emily-sander_1_03-28-2025 (14:40):
like.
And I'm curious, are, is this,was this like a once, like a
year type of event or are youdoing multiple events like this?
A y um, a year.
jacki-grosso--she-her-_1_0 (14:50):
This was the first event that I've
done at this scale on ourSyracuse Bio campus.
We had done a, an event, Iwasn't with the company at the
time when, um, we made thepurchase and they did a much
larger ribbon cutting for, tocelebrate the whole, um.
The whole acquisition andpurchase at the site.
So, uh, this was the first tosee how, you know, what, what
(15:13):
are we gonna do?
How, how do I do events?
You know, I like to bring theflavor and the celebratory
nature of what we do atcommencement into a corporate
setting.
So we did have, you know, I hadto have my live tr live music,
you know, I made sure that therewas a trumpeter and a
keyboardist and really justleaning into understanding.
(15:33):
The remarks, you know, I helpedpeople draft their remarks.
Uh, I helped, you know, do therun a show.
I wanted things to be verytight.
I knew that our CEO andleadership had a very tight
schedule.
They were only in Syracuse for avery short amount of time, and
then they also wanted to tourour labs and see the facility.
(15:53):
And it's a situation where youhave to gown up, right?
So you're in.
Tyvek suits, zip up with, youknow, hair nets and, um, beard
coverings if appropriate, andgloves.
So you have to allow for allthat time, right?
You know, what, how much, howlong is this going to take?
All right.
We've got this amount of time sothat, you know, the, the
preparation is really key.
(16:15):
Uh, but I think that if you planit well, things, you know,
things tend to go go about aswell as you can.
Hope for in those instances andin working with a great team on
site from security to EHS and,and everybody that I had here,
you have to really know how todot connect to get everything
done.
emily-sander_1_03-28-2025_1 (16:34):
And then after effort is done, like
everyone breathes a huge sigh ofrelief where it's like, oh, it
went off.
went really
jacki-grosso--she-her-_1_ (16:40):
Yeah.
emily-sander_1_03-28-202 (16:40):
that's amazing.
Um, do, so I'm curious, focus ismostly in your.
In your, um, geographic locationit sounds like, but are you
doing other things too withother events or, um, you know,
team meetings at the
jacki-grosso--she-her-_ (16:56):
Mm-hmm.
emily-sander_1_03-28-2025_10 (16:56):
or with other team members?
Or is it for you, is it mostlyMy job is to make sure we have a
presence here in this, uh,central
jacki-grosso--she-her-_ (17:04):
Mm-hmm.
emily-sander_1_03-28-2025_ (17:04):
area and really get our footprint
there.
jacki-grosso--she-her-_ (17:07):
Mm-hmm.
Uh, you know, I like to thinkthat we're, we're local, but
global.
So I'm very focused.
We're, Syracuse is the only sitein, um, in Central New York that
we have, uh.
But I have also traveled toEurope, um, to meet with
prospective customers.
Uh, we have, uh, severalinternational trade shows.
(17:29):
Uh, we also have Bio USA that'scoming up that, uh, last year
was in San Diego this year.
It's in, uh, Boston in June.
So we're just like many, we'rejust kicking off into that big
trade show season, which isreally important for us as a new
company.
emily-sander_1_03-28-2025 (17:45):
Okay, so kind of chief of staff and
then the communications pieceseems to be emphasized where
like you're getting brandrecognition or you're making
connections with potentialpartners and just getting,
getting the company out
jacki-grosso--she-her-_ (17:57):
Mm-hmm.
Right?
Yes.
And I would say that mybackground in digital marketing
really helps in this area,right?
I've kind of d done a lot nowthat when I start talking about
it, but being, having abackground in digital marketing
and understanding how.
You can have these one to manyconversations with the right, if
(18:17):
you're targeting the rightaudience, and making sure that
we're partnering with the rightpublications and being able to
have, um, ed educating and, andmeeting our, our audience, our
prospective customers where theyare.
So that's done, you know, attrade shows through digital
marketing, uh, through thoughtleadership.
So I'm trying to lay thegroundwork for a lot of that.
(18:37):
Um.
Uh, areas of expertise that I, Ireally feel that we have some
great scientists, great leadersthat can be able to educate
people and, and are getting moreand more comfortable with
sharing their expertise throughthought leadership.
emily-sander_1_03-28-2025_1 (18:52):
And how does that work?
So I'm thinking like scientistswho.
are perhaps
jacki-grosso--she-her-_ (18:57):
Mm-hmm.
emily-sander_1_03-28-2025_1 (18:58):
and very technical and then trying
to get that message out soperhaps non-technical
jacki-grosso--she-her-_1 (19:03):
Right.
emily-sander_1_03-28-2025_1 (19:04):
can understand that.
Is there a bit of, bit oftranslation just with like the
deep subject matter expertise toa general population?
jacki-grosso--she-her-_1_0 (19:11):
Yes.
And I would say, um, I, I thinkthat as, as a writer, you have
to be able to really understanda lot of topics, right?
You know, you don't need to be adeep expert in everything, but
you need to have a little bit ofknowledge about a lot.
And my writing ability, I.
Uh, because I can write fast andbe able to digest things right?
Tell me three things I need tobe able to know.
(19:33):
Uh, and so I work with a couple,um, really talented leaders who
can teach me about biotech andwhat does this mean and how do I
explain this?
If, if, to someone with, youknow, I, I always use the sixth
grade science education, youknow, like, how do, how do I
explain this?
Highly complex, you know, uh,chemistry to someone that isn't.
(19:55):
Necessarily a scientist ordoesn't have a scientific
background in, in reporting.
So if I can do that, then Ithink that a lot of other people
can do, can do it.
And yeah, I try to, you know,storytelling extremely
important, right?
That these are relatable topicsthat I don't think there's
anyone right now unfortunatelywho hasn't been touched, touched
by cancer, whether themselves orin their family.
(20:17):
And what's very meaningful andinspiring to me is that we can.
Work with differentpharmaceutical companies to
bring different therapeutics tothe marketplace to help treat
and extend people's lives.
Right?
So that's a very relatable storyto people.
Like there's no bad news there,right?
This is all next generationmanufacturing that's happening.
(20:41):
Mm-hmm.
emily-sander_1_03-28-2025_100 (20:41):
A thousand percent.
Yeah, I mean, it's, it's apersonal story for, for nearly
jacki-grosso--she-her-_ (20:45):
Mm-hmm.
emily-sander_1_03-28-2025_1 (20:45):
Um, was that a challenge though,
when you first got, there werepeople used to saying, okay, I
have to be able to get, get thatinformation out in a different
way.
Were you helping them learn howto, how to do that?
Or was that just like, no,we're, we're happy to tell our
story and we need someone to beable to.
To, to package that up and
jacki-grosso--she-her-_1_ (21:04):
Okay.
emily-sander_1_03-28-2025_1 (21:05):
out to a different audience.
But we're more, we're more thanhappy to tell our story.
jacki-grosso--she-her-_1_03- (21:08):
I, I think, uh, you know, it was a
little bit of a mix.
There had not been a chief ofstaff in my role on site, you
know?
emily-sander_1_03-28-2025_1 (21:16):
Um.
jacki-grosso--she-her-_1 (21:16):
Right.
So that was new and I was new tothe company and, uh, to a lot of
very senior and tenuredindividuals who'd been here.
Uh, I didn't have a sciencebackground and I didn't, um.
You know, I think thateverything had kind of been
handled what they called abovesite.
So until Lote came in, we didn'thave it.
(21:37):
And human resources and uh,finance and communications in
our facility, everything washandled what they called above
site at a different location.
Right.
So this was kind of an educationprocess for.
Um, you know, leverage myskills, Lev lean into the
experts that we've hired now,and we have to kind of figure
(21:57):
this out.
How do, how do we work togetherand how do we move the business
forward very quickly?
Um, so I, I think that that was,people are willing, I just have
to give them the confidence to,um, you know, this is how we
post things on LinkedIn.
This is what's appropriate.
Right.
You know, this is how, and, andjust the training, you know, I
think.
(22:18):
Biotech and pharma in general isa very conservative industry
where there's, there's a lot ofpro, um, you know, proprietary
information that you can't shyou can't share.
So I think we just have to kindalook and see, well, what can we
share?
What good news can we share?
How do we talk about ourselvesin a way that's relatable and,
(22:38):
um, positive and, you know,demonstrating our reliability
for, for customers and thequality.
So we can do that in a, in a waythat isn't, you know, we're not,
you know, completely, um,sharing any company secrets or
talking about our clients in away that would be inappropriate.
But we can talk about the goodwork that we're doing on, on our
(22:59):
site.
So, yeah, I think it's justbeing, you know, it's, it's the
subtleties of communication thatwe can really work with people.
emily-sander_1_03-28-2025_1 (23:07):
And it seems like it was a very
astute move by perhaps the CEOor some other leadership
chairman to bring in people likeyourself with the skillset that
you had to.
To compliment the, the amazingscientists and the different
work you were doing at that deeplevel, but knowing that we're
gonna have to have this, thiscomponent or this layer layer as
(23:28):
well to do what we wanna do inthe industry.
So I was wonder,
jacki-grosso--she-her-_ (23:32):
Mm-hmm.
emily-sander_1_03-28-2025_ (23:33):
like when you came in it was that a
intentional move to be able todo that?
What was the motivation behind
jacki-grosso--she-her-_1_03-2 (23:39):
I like to think so.
You know, I, I think it is, um,you know, in one of my former,
um, managers called me thesecret weapon because Right,
because I could kind of.
Toggle between worlds.
I, I can go from manufacturingto VIP, I can go hospitality, I
can, I can toggle in a lot ofdifferent roles and I think
(24:00):
that's really the key to being asuccessful chief of staff is a
bit of a chameleon that you can,you know.
Morph into the situation thatyou're needed to be at.
And that requires really goodlistening, uh, high degree of
emotional intelligence, and, youknow, really a, a deep sense of
(24:21):
empathy for others.
And, you know, those are thethings that I, you're we're
still learning, right?
We're, we're still getting ourfeet wet in so many different
things, but.
What I always wanna make surethat we do is put our best foot
forward, uh, in, in anything wedo, whether it's the ribbon
cutting or we're welcoming, um,guests to our facility, whatever
it might be.
(24:42):
Uh, you know, I think it's justimportant that we don't, um,
make any missteps along the way.
And that comes from just greatteamwork, uh, good listening and
great planning.
emily-sander_1_03-28-2025 (24:53):
Yeah.
And speaking of teamwork, whoelse on the team are you
interacting with the most?
I know you mentioned kind ofthe, the regular calls and
meetings and then kind of thepopup meetings and so forth, but
I'm assuming like the CEO is oneof your main people you speak
with, and then are there otherswhere it's like, yeah, you know,
this person and I work prettyclosely together on a regular
jacki-grosso--she-her-_1_ (25:12):
Yeah, I work, uh, a lot with our
senior leadership team and, uh,that's, you know, everyone from
facilities to director ofmanufacturing to, uh,
development.
And, and I've learned a lot fromthem.
Uh, you know, particularly.
On, you know, the science end ofthings and how do we talk about
ourselves?
'cause they have such deepbackground in, in our, them our
(25:34):
manufacturing areas and they'vebeen on site for so long.
Uh, I work a lot with our humanresources team because we're con
as we're standing up a lot ofour own policies and, you know,
ways of working.
I think it's really importantthat we have communication with.
Those, um, with our employees asmuch as possible.
And that's also setting up thesystems and to get us where I
(25:57):
think we need to be.
I like to, uh, push ourselvesoutside of our comfort zone a
little bit and think about howwe can do things different,
better, faster, cheaper, youknow?
Uh, I think, but also what'sinteresting is we have to meet
our employees where they are.
So we have.
Folks who are 24, we have folkswho are 64, and those
(26:19):
generational gaps, people wanttheir information in different
ways, right?
Some people are textingconstantly.
Other people want thatone-to-one communication.
So it's, it's a matter offinding that delicate balance
and encouraging people to moveforward.
I think, you know, in, in.
Go to social media, go toLinkedIn, it's okay to watch our
(26:39):
YouTube channels.
This is how it's okay to getinformation this way because
this is, um, we're talking aboutour, our talking about our brand
and what we're doing, and, and alot of times you're gonna find
out on social before yourmanager has the opportunity to
tell you something.
emily-sander_1_03-28-2025 (26:55):
Yeah, and I remember I would always
try to encourage our ouremployees to like.
Like posts on social
jacki-grosso--she-her-_ (27:01):
Mm-hmm.
emily-sander_1_03-28-2025_1 (27:01):
and your experience, like hopefully
it's a good experience.
But like those are the bestbrand ambassadors.
jacki-grosso--she-her-_ (27:06):
Mm-hmm.
emily-sander_1_03-28-2025_1 (27:06):
uh, sometimes.
And so things like that where ifyou have engagement, um, from
staff in their own
jacki-grosso--she-her-_ (27:12):
Mm-hmm.
emily-sander_1_03-28-2025_1 (27:13):
you know, not, not twisting their
words for them, but that can besome of the best marketing you
can have.
jacki-grosso--she-h (27:19):
Absolutely.
You know, it.
From a recruiting, you know,again, recruiting and retention.
And I, I think using LinkedIn isone of the most powerful tools
that are, that's out there, um,with almost a billion people on
LinkedIn around the world.
And given that we're a globalcompany, I'm a huge advocate for
that.
Right.
You know, I think using shortform video, um, using your
(27:42):
employees as in partnering withthem as experts.
Particularly, I think a lot ofpeople are like, no, I don't, I
don't, I don't have anything tosay at this.
I'm like, yes, you do.
You're an expert in your field.
You, you know, what are youreading?
What, what do you think aboutcertain situations that are
going on?
It's okay for you to post thaton, on your LinkedIn channel.
(28:02):
I think it's interesting whenpeople have opinions.
Uh, and it, it helps position usfor, um, you know, our expertise
and to leverage that expertisewhen you can lean into different
articles and demonstrate, youknow, that that kind of thought
leadership that we're reallylooking for.
emily-sander_1_03-28-2025 (28:20):
Yeah, so it sounds like many chiefs of
staff, you're moving in and outof like event
jacki-grosso--she-her-_ (28:24):
Mm-hmm.
emily-sander_1_03-28-2025_1 (28:24):
and ribbon cutting and this and
these big, uh, massive peakevents, and then like the
internal employee engagementpieces and all the
jacki-grosso--she-her-_1 (28:31):
Right.
Yeah.
emily-sander_1_03-28-20 (28:32):
talking to a fellow chief of staff and
you have some words of wisdom orany advice on like how to keep
yourself organized and how tokeep
jacki-grosso--she-her-_ (28:39):
Mm-hmm.
emily-sander_1_03-28-2 (28:39):
straight and like, okay, I have.
amount of time and I have allthese important things to do.
Any, um, any advice you would,you would pass on to fellow
chiefs of staff?
jacki-grosso--she-her-_1_ (28:49):
Gosh, I think, um.
One thing I wish I did betterwas I better at technology and
really leaning into, so I liketo really find good partners in
every professional discipline onmy campus.
So I have my, my Peeps, youknow, in in, in it, in hr.
And I like to ask a lot ofquestions, right?
(29:10):
Like, how do I do this better?
And I think that that's when youhave enough.
Um, awareness that you can leaninto your, uh, your technology
and be a, be comfortable inyour, um, in your own self.
That you don't need to be thesmartest person in the room, but
you can leverage other peoplewho you know, are super smart.
(29:32):
That's, that's a skill, that's agift.
And, and I'm okay not being thesmartest person in the room and
asking a lot of questions.
I, I think that I can.
Toggle again between and, andbuild those relationships.
And they know I can lean intothem and they can lean into me
when something is needed.
emily-sander_1_03-28-2025_10 (29:49):
as you've been in this chief of
staff role for a bit now, areyou becoming the go-to person
for your team members foranything I.
jacki-grosso--she-her-_1_ (29:55):
yeah.
Um.
Funny that I think we're leaninga little bit into the
environmental branding on ourcampus and all the refresh,
right?
So how does that look?
What does that look like on ourcampus?
How do we refresh and make our,modernize our campus, uh, and,
and lean into our, our, ourcorporate essence?
(30:15):
And, you know, what we wouldwant our visual identity to be?
And so I'm helping, you know, wejust got done picking out the
paint colors for, uh, fordifferent rooms and the
furnishings and how do wemodernize our campus so that we
look like, like a 21st centurycompany and, you know, really,
uh.
Having those, I, I think peoplereally wanna take a place of
(30:37):
pride in their workplace andbeing able to, we're refreshing
conference rooms and sharedspaces in cafeterias and what
does that mean and what doesthat look like?
And especially as we recruittalent to come to Central New
York, that's very importantbecause a lot of times, you
know, they're coming from, youknow, really beautiful corporate
headquarters or, or wherever itmight be in, in bigger cities.
(30:59):
And we can compete with that,but it's just a matter of making
sure that we're.
Using our ability to lean intoour visual identity.
So it's everything from, uh, youknow, again, paint colors and
fonts and the graphics thatwe're putting, um, around,
around our campus.
And we just installed a huge 26foot banner on the exterior of
(31:22):
one of the buildings for theribbon cutting.
But it looks great and right,and people want that sense of
pride when they come to work.
emily-sander_1_03-28-2025_100 (31:29):
I love that you said that because
a lot of chiefs of staff don'tthink about that aspect, but yet
people come to work every day.
They wanna
jacki-grosso--she-her-_ (31:37):
Mm-hmm.
emily-sander_1_03-28-2025_10 (31:38):
of where they work.
They wanna be, they wanna beable to share this with their
family and friends and say,
jacki-grosso--she-her-_ (31:42):
Mm-hmm.
emily-sander_1_03-28-2025_10 (31:42):
is where I work, this is what I
get.
Do.
And even just things like the
jacki-grosso--she-her-_ (31:46):
Mm-hmm.
emily-sander_1_03-28-2025_1 (31:47):
sit in, or even the
jacki-grosso--she-her-_ (31:48):
Mm-hmm.
emily-sander_1_03-28-2025_10 (31:49):
in if that, if the colors are
bright and inviting, you have acertain energy to it versus, you
know, you can imagine the, thedull
jacki-grosso--she-her-_1 (31:56):
Right.
emily-sander_1_03-28-2025_ (31:57):
with kind of the rickety lights kind
of creaking above them and allthose things.
So I think, I love that you saidthat'cause chiefs of staff with
teammates can help create thatenvironment for staff and for
the employees and it makes somuch of a difference.
jacki-grosso--she-her-_1_03 (32:11):
It.
It really does.
And I think the aesthetic ofwhen, especially for younger,
right?
There's kind of, um.
A huge competitive race in a lotof high, higher education
institutions.
Right?
We see these college campusesand they're like, resorts, and
so how do, right.
We know you're coming and I Youwanna,
emily-sander_1_03-28-2025 (32:28):
This,
jacki-grosso--she-her-_1_ (32:29):
yeah, I was, it wasn't like that
either, but I, I think what'sreally, I.
Great is you want the studentswho are coming out of there,
most of them are gonna go intolabs, if they're going into to
biotech, right.
And, but our, we just renovateda beautiful new lab and it's
light and bright and airy.
And I, I think that those typesof things really impact your,
(32:50):
your, your mood at work, yoursentiment, how you feel about
your sense of place.
And, and that's just really,really important.
And we, we did a wonderful jobof that at Syracuse University.
Enormous pride in the campus.
Um, arguably I think one of themost beautiful campuses on in
the country, a very eclectic mixof buildings.
And I took that experience fromhow we would continually
(33:11):
refresh, you know, a campus thatwas 150 years old, plus I.
And how do you make that feelmodern and what modern spaces do
people want?
People study and work so muchmore collaboratively than they
used to, that you have to beable to meet again, the audience
where they are, the, the youngeremployees.
They want senses of communityand that, that I think really
(33:33):
goes a long way with employeeretention.
emily-sander_1_03-2 (33:36):
Absolutely.
Yeah.
You've said so much.
You've said so much on meetingthe audience, where they're at
externally and
jacki-grosso--she-her-_ (33:42):
Mm-hmm.
emily-sander_1_03-28-2025_1 (33:43):
and going out to events and things
like this, and then also meetingyour audience.
Internally, your employees andespecially the younger
generation.
So
jacki-grosso--she-her-_1_ (33:49):
Yeah.
emily-sander_1_03-28-202 (33:50):
you've kind of got both those frames
going on with your chief ofstaff role.
Any final words of wisdom orthings you want other chiefs of
staff to know?
Like I, I really would've likedto know this coming into the
role or hear something that Ifound to be helpful over and
over that you wanna share withpeople.
jacki-grosso--she-her-_1_ (34:06):
Gosh.
I think in this role, um.
You know, being, being flexibleis, is the most really listening
and being flexible to see whatthe direction and the vision of
your CEO, your general manager,that leadership team, right?
What, what is that and look likeand what, it's not just for the
next three to six months, butwhat are the next three to five
(34:27):
years look like and how do welay that foundation for success
now so that.
When you move on to a differentrole or you're training someone
who might take your role, how doyou build that foundation from
the ground up and then be ableto pass it on to the next
person?
Right.
You don't, people shouldn't haveto reinvent the wheel if things
are done.
Um, done well, and I, I, I wouldreally like, you know, for the
(34:50):
next person who steps into myrole to be like, wow, I've got
this great foundation.
Here's my go forward plan.
This is what I need to do, andbe able to, um, hit the ground
running.
emily-sander_1_03-28 (35:02):
Beautiful.
Jackie, thank you so much.
jacki-grosso--she-her-_1 (35:04):
really appreciate it.
Great being with you.
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