Nucleus Global

Ongoing global leadership development programme for company heads


Nucleus Global is at the forefront of medical innovation, delivering excellence in all aspects of consulting and communications services to the pharmaceutical and biotechnology industries, and to healthcare professionals across Europe, the United States and APAC.

Tangram has been working with Nucleus Global since 2014 to develop a whole-team ethos in their global leaders. At the end of our first session, the CEO said that he was overwhelmed by a genuine sense of achievement in his team, which made him feel truly alive.



Nucleus has erupted from its small beginnings in 1986 to become the world’s largest independent full-service medical communications group, specialising in:-

  • Strategic Planning and Support
  • Publications Planning and Execution
  • External Expert Engagement
  • Scientific Event Management
  • Medical Education and Marketing Support
  • Internal Communications and Training
  • Clinical Trial Support
  • Continuing Medical Education.

A glance at their career opportunities reveals a need for continual recruitment, with an average growth of 20%+ each year for several years. Their current clients include the top 20 pharmaceutical companies as well as smaller pharmaceutical and biotechnology companies, academic institutes and societies, and not-for-profit medical organisations. They support multiple brands for the majority of their clients.


With such a stratospheric rise comes unique challenges. How do you behave and even think of yourself as part of one team when your organisation has so rapidly ballooned? Their challenge for the future is to remain true to their roots as an independent, full-service provider sustaining strong relationships within the organisation and across an enormous client base.


Communication and understanding is challenging for any team; the added obstacles of different time zones alone make real-time conversations between regions difficult. Many of the Nucleus agencies are actually in competition with each other, naturally adding to a feeling of ‘them vs. us,’ undermining the evolution of a united organisation.


The ‘retiring’ founder and CEO, aware of these barriers to smoother success, was keen to address team skills in his key leaders, and to establish stronger supportive relationships. Although personally quite reserved, he instinctively knows that teamwork and partnership must be at the core of Nucleus if it is to sustain success.



Our initial two-day programme deliberately threw the group into disarray, provoked them to observe and reflect upon both positive and destructive behaviour, and explored what a high-performing team feels like. One overarching element we focused upon was trust: what it is, how it is built, and how it impacts upon productivity. The levels of trust present within the group and wider organisation were analysed, and strategies for generating genuine trust were discussed.


This learning encompassed a range of experiential tasks providing authentic challenge; although the reviews which followed were somewhat deep and often slightly uncomfortable for many, the team still enjoyed the two days immensely, with many laughs along the way. They assured us that overall, improvement and progress made the venture out of their ‘comfort zone’ well-worthwhile.


For our follow-up programme 7 months later, the group greeted us with hugs and smiles – they were also evidently happier spending time together. Keen to continue on their path to strengthened relationships, they opened up more readily, and approached our new challenges in an instantly more united and honest manner. Rounding off with a real display of trust from the CEO was a literal high point!


“I’ve never felt like that before. I was cynical at first, but man, what a high.”

“That gave me shivers down my spine – awesome!”

Nucleus Global Team Event 6th - 8th Aug 14 - 148

Nucleus Global Team Event 6th - 8th Aug 14 - 154

Nucleus Global Team Event 6th - 8th Aug 14 - 016


Cultural shift is a demanding and usually fairly painful process; this group of key leaders had to grapple with some difficult realisations, yet they did so with a desire to learn and improve. Frustrations were aired, individuals reflected upon how their own behaviour influences trust, and most importantly, they experienced what it’s like to function as a super team. Now they know how beneficial it is to be one.