“Branding is a matter of building trust and committing to a level of quality and service. It is an emotional connection that transcends the actual product.”

—Gil Bashe, “Global Marketing Strategies” and “Emotion: The New Brand Integrator,” Pharmaceutical Executive, 2000

Twenty-five years ago, in a series of articles for Pharmaceutical Executive that may have seemed radical at the time, I argued that successful marketing wasn’t built on features but feelings. Back then, people were skeptical. “Emotion?” they responded. “We’re here to sell solutions.” Yet, as I revisit that article from the perspective of today’s fractured health landscape, I realize just how prescient that core message was.

In 2000, I wrote, “A brand must reflect the soul of the company. It must reflect its leadership and people’s beliefs, philosophies, and practices.” That truth remains, but in today’s health sector—beset by cost crises, consumer distrust, and system complexity—the soul of the brand must go even deeper. It must speak to human experience. It must unite the head (facts), heart (feelings), and gut (intuition) to unite the five pillars of the care community: patients, payers, product innovators, policymakers and providers.

The brands that do this don’t just survive, they lead.

The Head: Anchor in Truth, Lead with Clarity

We live in an era of data deluge. The health industry is drowning in numbers, from EMR systems to clinical trial dashboards. Yet many brands still mistake data for direction.

Yes, the head—facts—matter. Health is a science of logic, science, and proof. But it is also an art.

In my original article, I noted that the “hallmark of a strong brand is clarity—a clear promise, consistently delivered.” In health, clarity is more than a brand virtue; it’s a money and mission obligation. Patients need clarity in order to make life-altering choices. Providers need clarity in order to correctly apply new technologies and administer novel treatments. Payers need clarity so that they may judge value and outcomes.

A brand that leads with the head communicates what it does and why it matters. The science, the evidence, the safety profile: these aspects of health products are essential. But they are not enough.

I wrote in 2000, “Even the most successful product will not remain so without continuous reaffirmation of its value and identity.” It’s still true today, but that reaffirmation must be human, not simply clinical.

The Heart: Where Value Becomes Meaning

A quarter-century ago, I argued that “emotional connection” was key to global brand success. In 2024, I echoed that idea, stating that empathy is a strategic imperative, not a “soft skill.” Writing in Medika Life, I asserted that “Empathy—the ability to sense and connect to another’s experience—has clinical consequences.”

Health isn’t delivered in abstracts. It’s experienced in human moments: a nurse’s tone of voice, the wait time for an appointment, a doctor’s bedside manner. Patients remember how they felt, not what was said.

The same is true of brand impressions. A health brand’s heart is measured by its humanity: how it listens, responds, and affirms the lived experience. Consider the rise of narrative medicine, patient-centered care design, or trauma-informed policy. These are not trends. They are a return to what medicine truly is: a human endeavor.

In 2000, I wrote that “People buy brands because they trust them and because those brands represent a relationship.” It’s never been more true. That relationship must be emotional. If we don’t move hearts, we will never move health.

The Gut: The Compass for Courage and Change

If the head is what we know, and the heart is what we feel, then the gut is what we sense. It’s instinct informed by experience. It’s the courage to take a stand when the data is inconclusive. It’s also the discipline to say no when a decision doesn’t align with the brand’s soul.

In 2000, I observed that “Global brands are built not just on strategy, but on intuition—on understanding the culture and values of the people they serve.” That same intuition now guides how we engage health audiences. Do we sense distrust? Fear? Exhaustion? Our gut tells us when a message is too technical, dense or transactional to resonate. It urges us to simplify and re-center on the human.

Great leaders trust their gut because it helps them detect the intangibles: tone, timing and truth. In brand leadership, that same sense keeps us authentic.

Reuniting the Quintet: Patients, Payers, Product Innovators, Policymakers and Providers

Today’s health ecosystem is fractured along functional lines. Patients seek access, providers seek time, and payers seek value. Too often, they work in silos, leaving innovation and empathy at the margins.

But brands can be bridges. When built with head, heart, and gut, they become platforms for unity.

I wrote in 2000 that the “challenge is to ensure that everyone in the organization consistently communicates the brand through behavior, not just brochures.” That principle is now essential in aligning care delivery. Health brands must operate across disciplines, sectors, and even continents, but always with a singular message: we see, hear, and serve you.

Whether you’re a Medicaid insurer, a diagnostics company, or a telehealth platform, your brand is a promise. And that promise must connect the person in the exam room with the person writing the policy.

The ROI of Human Experience

In 2025, health leaders face dual pressures: cut costs and elevate care. This seems like a paradox, but it’s not. Investing in human experience is not a detour from efficiency; it’s the gateway to it.

Empathy reduces readmissions, clear communication improves medication adherence, and trusted brands drive engagement. When we center on people, we improve systems.

Put simply, mission and money must align. One cannot exist without the other in sustainable health ecosystems.

Final Thought: A New Brand Equation

As I wrote in Global Marketing Strategies 25 years ago, “A brand is the product of what people feel, not just what they see.” That message, once contrarian, is now the compass.

The future of health brands is in the hands of those willing to embrace complexity with clarity, wield emotion with discipline, and make instinct an asset, not a liability. In short, the best brands will speak to the head with intelligence, the heart with empathy, and the gut with courage.

In an age when trust is currency and gaining attention means cutting through the information jungle, this is not just good branding. It’s savvy mission-centered business leadership.