Breaking Down Silos and Embracing Innovation: Tommy Foo’s Vision for Transformative Healthcare Marketing

In today’s fast-evolving marketing landscape, every industry is feeling the pressure to innovate and deliver results faster than ever. In healthcare, the stakes are even higher, with a need for seamless integration between marketing, technology, and patient care.

Navigating this complex environment calls for experienced professionals who can bridge these diverse fields—people who understand both the intricacies of marketing and the profound impact of healthcare. Tommy, with his deep-rooted background in healthcare and technology, embodies this blend of skills, offering a vision for more cohesive, impactful marketing strategies that don’t just tick off goals but drive genuine transformation.

Q: Do you think programs focused on specific silos are effective?

Tommy: You know, siloed programs might seem effective at first glance because they often tackle specific goals, but they can also narrow our view and dilute the overall business impact. In my experience, marketing really thrives when it’s aligned with the larger business strategy, not just ticking boxes in isolation.I’ve found that structured, cross-functional programs deliver the best results—they ensure that messaging is cohesive, whether it’s paid or earned media, and resonates with the audience on a more meaningful level. It’s not just about reaching the target; it’s about crafting a narrative that amplifies the brand in a way that truly supports go-to-market objectives. When marketing breaks down silos, it becomes part of the larger strategy, fostering sustainable growth rather than just short-term wins.

Q: You have a deep background in marketing and partner engagement. What are some “good, bad, and ugly” moments you’ve encountered along the way?

Tommy: Oh, there are plenty! The “good” is seeing how marketing has evolved to be so precise. When I started, we had basic data segmentation. Then, with advances in AI and customer data platforms, we began micro-segmenting and personalizing interactions. Now, we’re able to deliver one-to-one engagement on a massive scale, which is incredible.But that progress didn’t come without challenges. There’s been resistance to AI in marketing—some people fear it might replace jobs.

A mentor of mine once told me, “AI raises the floor but not the ceiling.” It can make us more efficient, but it doesn’t replace human creativity. AI works best when it’s a collaborator, not a replacement. That’s something I emphasize—future-ready marketers know how to work with AI, using it to amplify their strengths.The “ugly” side? Sometimes, organizations focus too much on the tech and forget the people. I’ve seen cutting-edge platforms rolled out without considering how they’ll fit into the team’s workflow, or without adequate training. Advanced tech is only as effective as the team using it. Without an empowered team, even the best tools can end up being underutilized.

Q: What’s been your proudest career moment? And what about a cringe-worthy one?

Tommy: My proudest moment was when I created a “better together” narrative with a strategic partner. It was more than just a program—we built a foundation of trust, where both teams could genuinely collaborate. We even got invited to a high-stakes customer pitch, which to me was a powerful validation of our relationship. It reminded me that true partnerships are built on trust, not just process.The cringe-worthy moment?

That would be an invite we sent for a CIO roundtable event. It highlighted our sponsorship level rather than the topics or speakers that would actually interest the CIOs. We missed the mark because we focused on our brand instead of the value to our audience. That was a humbling reminder of the importance of a customer-first perspective—something I always keep in mind now. It’s all about asking, “What do they gain?”

Q: Who inspires you in your career? And what about in life?

Tommy: Alvin Ng, my mentor from JCI, had a huge impact on me. His approach to leadership was all about continuous learning and adaptability. He would always say, “The smartest person isn’t the one who knows everything—it’s the one who learns the fastest.” Alvin showed me how to lead with curiosity and humility, and he lived by example, fostering collaboration across teams and building trust with partners.

In life, that openness to learning and understanding diverse perspectives has shaped me. Alvin’s values are now central to how I approach my own leadership. Whether it’s building alliances or managing teams, I focus on aligning people around shared goals rather than just directing them. It’s relational leadership rather than transactional, and it’s something I carry with me every day.

Q: If you could describe the current state of marketing in one word, what would it be?

Tommy: “Tipping point.” Right now, marketing is evolving faster than ever. The CMO’s role is expanding, and success requires working closely with the CIO and CFO to redefine marketing’s contribution to the business.

AI has tremendous potential, but its true value comes from a clear tech roadmap that aligns with the company’s maturity and needs. Many organizations rush to adopt the latest tools, but I believe in finding “best-fit” solutions that are tailored to where we are and where we want to go. And honestly, the foundational elements—like data hygiene—are essential to unlocking AI’s potential. Without clean, structured data, you’re not getting the full benefit of AI.

Collaboration is key. By working with the CIO, we ensure that our tech stacks are integrated and efficient, while the CFO’s involvement helps us prioritize investments that drive sustainable growth. We also need a culture of operational excellence, where data hygiene becomes second nature. It’s about aligning resources and talent in a way that’s agile and resilient, which I believe is the path forward for marketing to have a real impact.

Q: What excites you about your next challenge? How will you know it’s the right one?

Tommy: I’m passionate about the potential of healthcare transformation, particularly around predictive, patient-centered care. One project that stands out was a system we developed to predict and alert teams about impending cardiac arrests, reducing mortality rates by 14%. That’s real impact. We used Medical IoT, electronic medical records (EMR), and hospital information systems (HIS) to create a seamless care experience, almost like a “hospital without walls.

”In my next role, I’m excited to lead initiatives that advance healthcare in three main areas: cybersecurity for patient data, accessible telehealth, and interoperability across healthcare networks. With my background in both technology and clinical operations, I know I can bring these solutions to life in ways that respect the realities of healthcare settings.

For me, the right role is one where I can leverage my skills across partnerships, technology, and clinical insight to make a difference. It’s about leading transformative projects that deliver real value to patients and providers, and ultimately, driving healthcare ecosystems toward a more resilient, secure, and patient-centered future.