Script Writing and Copywriting



The following is a treatment and script for a 1 minute or 90 second video written to reanimate the I LOVE NEW YORK campaign and inspire weary Americans to come visit New York City.



Lights up and we see someone’s hand holding their phone, scrolling through pictures on Instagram.  Their scroll stops on a picture of NYC: an image of a woman in a mask passing through the deserted plaza of Lincoln Center.  The hand holding the phone double taps the photo and a familiar heart appears. They liked it.  A quick scroll up and we see a different person’s thumb liking a different picture. 


A VO enters in, commenting on the vital role social media has played in helping us maintain connections and communicate care while keeping our social distance. Throughout the video, we see a cascade of hands generating hearts for NYC memories on various platforms, and watch as magical lapses in time transform digital experiences into the up-close and personal ones only New York can provide.  The social media hearts generated throughout the video amass to form the center of the famous “I LOVE NY” graphic. 


Underscored by an orchestral arrangement of “New York, New York”, this love letter to New York leverages the power of NYC’s cultural force to reconnect us to those aspects of our lives we’ve missed while distanced; solitary actions becoming shared, lived experiences in the greatest city in the world. 





We see the first of many hands, holding a phone and wistfully “liking” photos of NYC on social media.  The feeling is melancholy, and the tune of “New York, NY” is subtly played.


A Voice Over begins, slowly:


When the world shut down and the city that never sleeps turned out its lights,


We sat,



and helped

the best we could.


Each line of script is paired with a corresponding social media post that’s “liked” and receives a heart on each phone screen: Photos in Central Park, NYC healthcare workers caring for the sick, an empty restaurant encouraging its regulars to donate to unemployed servers. Each heart that’s generated rises from each phone screen and slowly fills a larger heart that grows throughout.


Happy hours and birthdays, 

bat mitzvas and ballet class; 


Not alone but not together, 

absence made hearts grow fonder.


We see examples of life being lived within the boundaries of a screen.


Life pressed pause on the hustle and bustle here.


The music begins to tingle with anticipation, and we see a phone pointed up at a darkened Broadway marquee. The photo is posted, and immediately liked by another person, who lifts up their phone and takes a picture of Times Square, eerily empty.


But the pulse 

of this


fights for its rhythm.


The emphasis of each word lands on the first three beats of the iconic opening to “New York, New York” 


The music is filled with determined joy as we see a thumb double tap the picture from Times Square, and the phone rises up on the top of Rockefellar Center just in time to capture the lights of the Empire State Building, like magic, bursting too life.


It’s ready for you.

To walk on familiar beats again.

To feel the rush of being there again.


To share the rush of being there, with them.


The camera swings around and we see three friends ecstatic to be in Midtown Manhattan, together. The city buzzes below. 


The camera speeds into an awakened Times Square, and we see the full bodies of those on screen for the first time: a family having their picture taken on top of the red steps. 


“We’re here!!”.


The camera zooms a block north and we see an actress heading towards a theater’s stage door, walking past the same marquee as earlier in the video. She takes and posts a video.


“We’re back!!!”



Or, Welcome home.


Let’s make a brand new start of it.


We’ve zipped ahead in time and into the theater, where someone sitting in their seat likes the actress’s video. They and their friend take a selfie of them holding up a Playbill, the show about to start.  The music crashes to a crescendo, and as the houselights go down, it falls silent.  In the stillness, they hurriedly turn off their phones.


Come find what you’ve been missing, right here in the heart of it.


With an anthemic swell, the camera zooms to the back of the theater, capturing the whoops and yelps of 1500 people together, ready to share an experience.  The scrim onstage pulls to the ceiling as the camera flys towards it and the screen fills with the familiar social media heart that’s been growing throughout. Except this time the heart finds itself in the middle of a grateful declaration:

                                                                                         I             NY

Screen Shot 2020-10-16 at 3.49.56 PM.png


The following is a treatment for a video written for the launch of a Pharmaceutical company’s first commercial product, a novel treatment for Pediatric ADHD



As houselights dim, we hear the familiar sound of an iphone alarm going off. On the screen we quickly cut to the face of a 12 year old boy. He’s clearly awake in bed, ignoring his alarm. We look straight down on him, see him bring the phone to his face and hear it dropped back down on the night stand. We hear his mom call up to finally get him out of bed. We’re still locked in on his face as he sits up, and we hear a little whisper of a thought turn into a crowd of voices in his head, pulling him in all different directions.


This isn’t going to be an easy morning. 


As he gets ready for the day, we stay fixed on his experience. 

Over his shoulder, we see mom hurriedly assembling an outfit from clothes thrown on the floor.

We see dad and sister getting up from the breakfast table, leaving behind his own special plate.

Out the window the bus has pulled up, but where’s his backpack? It’s been a chaotic morning, as usual.

But what if today were a new day? 

It’s a new morning, and we hear two alarms going off.

We see the boy’s face again, but then the screen splits in half and we also see mom’s face. In unison, phones come to faces, and are dropped back down.

The house feels different. It’s brighter, clearer, calmer. 


We’re now watching the boy in one frame and mom in the other, seeing both of their morning experiences.

Mom is getting dressed for work and surprised when her son dashes by the bathroom. Is he up on time? 

The boy is sitting down to eat while dad makes his bacon dance on the plate. 

When mom sees the bus pull up, her son is ready to go. But as he’s about to jump out the door, he stops.

He crosses into her frame, gives her a quick kiss, and is off to school. 

We stay fixed on her face as the screen returns to only one frame. They’ve shared a morning. It’s a new day. 


Lights shift, music picks up speed and we’re into a video with narration that tells the audience it’s TIME TO RISE for PharmaCo, for PharmaTech, for DrugNamePM. 




Below is the copy for a FACT SHEET written for a health sciences research organization, designed as a leave-behind to introduce potential clients to a particular business unit.


Pharmacovigilence and Patient Safety



Patient safety is at the core of XYZ’s objectives - to provide research that improves patients’ lives. Pharmacovigilance and Patient Safety ensures that patients can benefit from medical product and device treatments by minimizing the risks associated with them.  We collect and evaluate adverse events, identify, manage and minimize safety risks, and communicate safety information to regulatory authorities, health care professionals and patients, in service of demonstrating the risk-benefit profile for new therapeutics.


Executive Summary: 


Pharmacovigilence and Patient Safety really is the “core of the care”: You can’t bring a drug to market and keep it there without analyzing safety data. We ideally become involved as early in the drug development timeline as possible, while making our research more available to more people by creating post-marketing education and communication material services, as well as developing educational materials for HCPs.


Key Features:


Pharmacovigilence and Patient Safety’s prime benefit to clients is our robust safety regulatory intelligence process (SRI).


Our greatest advantages include:


  • An integrated and global approach to patient safety

  • A risk management plan to help clients in Europe, Canada and Asia

  • Flexible customization across the pharmacovigilance process

  • Robust systems support- our internal safety systems team are in PVS, not IT

  • A Training and Compliance Team

  • An adaptive workflow process for each client

  • PV experts available to talk data integration with client systems

  • Investment in building knowledgeable teams who are continuously developed in PV


Expertise and Experience: 


What we’re made of:


  • More than 600 skilled experts

  • A global network of drug safety centers (DSCs) in 8 countries

  • A regional safety staff in 11 additional countries

  • We’re part of approximately 50 preferred functional service provider (FSP) partnerships


What we’ve achieved:


  • An average of 5,917 Individual Case Safety Reports processed per month, with 191 clients and 26 Safety FSP relationships

  • An average of 34, 847 Expedited Safety Report submissions per month

  • Generation of 66 Aggregate Safety Reports

  • An average monthly submission of aggregate reports to health authorities, including:

    • 239 Aggregate Safety Reports

    • 794 line listings


Next Steps: 


To learn more about how we can tailor a cost-competitive solution, visit our website at [TC] or email us at [TC]


Commitment to Patients: 


Patient Safety is the Core of our Care.  We support the patient journey by preventing, reducing, reporting and analyzing therapy risks, and are committed to producing post-marketing education materials to build HCP awareness. 



The CSCO Steps Up: The Rapid Ascent Since COVID-19


Rebuilding the Plane While Flying It


The COVID-19 pandemic will be remembered as one of the defining moments in the history of U.S. healthcare, especially with regard to supply chain management. Headlines have broadcast how the virus exposed key vulnerabilities in hospital supply chains, and “PPE” has become a regrettable household acronym. Because the pandemic has left integrated delivery networks (IDNs) scrambling nationwide, the financial cost of supply chain weaknesses has come into view: A recent report from the American Hospital Association is projecting hospital financial losses to deepen by an additional $120.5 billion from July 2020 through December 2020, bringing total losses to at least $323.1 billion for the year, largely due to the virus. 9


The pandemic has necessitated a rapid shift in priorities and resource allocation at IDNs, but it also has produced a powerful catalyst for action to take the leap from tactical to strategic supply chain leadership.


Just as organizations were compelled to create the role of chief information officers in response to the Y2K technology threat of 2000, the moment is right for IDNs to roll a new chair into the C-suite and empower a chief supply chain officer (CSCO). The CSCOs will have to simultaneously reduce supply chain waste to recover from COVID-19-related revenue loss and fortify their systems against future disruptions.


There has never been a better opportunity for healthcare supply chain leadership in the U.S. to rise up and have a bigger, more strategic voice in their industry.


A survey from Sage Growth Partners found that the CSCO is the new C-suite position to watch, and it predicted that more than a quarter of hospitals could have a CSCO in place in the next one to three years.1


Pressures applied by Covid-19 have hospitals looking for ways to strengthen their supply chains. In a recent survey, 84% of respondents stated that they plan to be using point-of-use solutions by 2023, while 61% plan to use AI technologies. 1 All will be looking to C-suite leadership to implement these changes.


If there was ever a time to invite supply chain leadership up from the basement and into the boardroom, it’s now.


Supply Chain in the Spotlight


Shortages and shortcomings, front-line heroes, and kitchen table sewing machines: Both negative and positive stories around supply chain management took center stage as the full scope of COVID-19 came into focus. But it’s moment in the spotlight is fleeting, says John Smith, CEO of SaaS and such stories make it clear that now is the time to take action — to empower leadership with the authority and resources to evolve their IDN’s ability to manage and protect their supply chain. 


As early as May 2020, reports from throughout the country highlighted supply chain deficiencies that were pushing hospitals to their limits. Two-thirds of healthcare workers didn’t have enough masks, for example, and about 70% of workers had to wear the same mask for more than one day, putting them at even greater risk of COVID-19 infection.2


There’s no shortage of reports that speak to how unusual supply chain conditions have become for IDNs during COVID-19. One major healthcare system told the story of its chief physician executive, who had to step out of his normal duties and get involved in his hospital’s supply chain activities. What transpired looked like something out of a Hollywood thriller: an unusual but legal deal with a Chinese supplier, masks loaded into trucks disguised as food delivery vehicles, an altercation with federal agents, and the intervention of a congressman, all to ensure safe delivery of vital supplies.3  


During times of normal operations, healthcare systems don’t stockpile materials, but instead take cost reduction measures that limit excess inventory, leaving them vulnerable to shortages and disruptions when there is a surge in demand. 2 COVID-19 took full advantage of this vulnerability. 


One emergency room physician who was working in New York City when it was the country’s COVID-19 epicenter reportedly had to use the same N95 mask multiple times with dozens of patients, even though it was intended to be used only with a single patient. The same doctor was told to clean and take his eye protection home each day because there might not be more when he returned.


The present moment, the “new normal,” demands an evolved, strategic approach to supply chain management.


The Optimized Supply Chain: Flexible and Future-Ready 


A new era has arrived for supply chain management. Both its weaknesses and potential to evolve were illuminated by the pandemic spotlight, which led 138 hospital leaders in a national survey to reveal that supply chain management is now among their top three priorities.


As COVID-19 raged on, it became clear that IDNs without predictive analytics suffered most, as they were unprepared for the amount of supplies they’d need to protect their staff from the surge of patients. Unable to leverage analytics to better prepare themselves, hospital leadership now has a powerful opportunity to identify ways that their supply chains can become more adaptive to future high-impact events.


The benefits of an optimized supply chain are clear, and include:


  • Higher margins from reduced waste. For example, a hospital with $800 million in revenue that improves its SCM performance by 1% to 3% could gain between $8 million and $24 million.

  • Improved patient safety and compliance. Fewer than half of a survey’s respondents said they could proactively identify expired supplies and act accordingly. This can be solved by providing SCM staff and clinicians with optimized technology.1

  • Ensured preparedness for supply chain disruptions. An enterprise-wide platform makes it easier for hospitals to analyze data, ensure data fidelity, improve efficiencies, and reduce waste. Having one source of accurate supply chain data analytics and actionable dashboards is key during a significant disruption.

A growing number of hospital leaders also recognize an optimized supply chain’s potential to enhance quality, with an increase from 60% in 2019 to 75% in 2020. 


Supply Chain Optimization’s impact on quality is driven by factors that include:

  • Time savings and efficiency improvements. Staff members accomplish supply chain management tasks more quickly and spend less time searching for misplaced supplies.

  • Happier physicians and staff. Since physicians and staff members have more time with patients, they experience less burnout.

  • Fewer expired supplies. Expired inventory increases the likelihood of using expired devices, which can lead to patient and liability issues. Hospitals that have optimized their supply chains are able to track and monitor inventory more proactively.

  • Better recall management. Between 2002 and 2016, 806 million medical devices were recalled, according to a recent article in Issues in Law & Medicine. When hospitals use technology that integrates with the FDA’s recall database, clinicians receive alerts at the time the product is scanned.

An agile, adaptive supply chain, orchestrated by SCM leadership with a grand vision positions an IDN to weather whatever will come. 

How the CSCO Can Pilot Through Change


Rocked and rattled by COVID-19, healthcare systems can take advantage of an extraordinary moment and create a CSCO role that can activate on the tough lessons learned from the pandemic. 


COVID-19 reshaped the terrain of SCM and revealed the top tactics that executive leadership should be using to optimize their hospital’s supply chain.


A CSCO who can improve inventory management has become more important than ever, with a survey revealing that supply chain analytics ranked second (tied with hospital communication) out of nine technologies that increased in importance during March and early April 2020.7


Leadership that implements point-of-use technology can create significant efficiency gains in their ORs with tools that automatically flag expired and recalled products at the point of use and input scanned information into their EHR, ORIS, MMIS, and other systems.8


Strategic use of AI and demand forecasting results in a supply chain that continually strengthens and builds resiliency over time through the collection of real-time, accurate data.  John Smith Jr., CCO of SaaS, believes that a nimble, agile use of AI technology will be key to understanding what the clinical user is experiencing, during both normal operations and disruption periods. The use of AI technology as an element of an enterprise-wide platform increases and strengthens collaboration between clinical and supply teams.


The CSCO can improve decedent management and tracking processes and create the conditions for seamless, compassionate communication of sensitive information, such as the movement of live tissues, dismembered appendages, and deceased patients throughout their facility. Improved decedent management also expedites required documentation and reporting to local, state, and national governments.


Looking Back and Soaring Ahead


It had been hard to get IDNs interested in risk management before COVID-19, says Jane Doe IV, VP Analyst at Gartner, but a groundswell of change has forced supply chain management higher up the ranks of key functions within their hospitals.


Despite its remarkable harm, the COVID-19 pandemic does have its silver lining: the opportunity to take advantage of a moment that most of us will never see again. How can this moment be used to advance an industry?