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McKinney Health formally opened for business on June 8, 2022, some 53 years after Chick Mc-
Kinney and Mike Silver cofounded the McKinney mother ship. The idea was to ease into the health and wellness space, staffing up methodically while leveraging the wealth of relationships brought by longtime Havas leader Michael McNamara, who signed on early as managing director.

Then, before the calendar turned to 2023, McKinney Health won a multi-agency derby for work on Indivior’s opioid agonist Sublocade (for both DTC and HCP) and schizophrenia drug Perseris. The agency-evolution timetable was promptly thrown out the window.

“At first maybe we were seen as cute — ‘Oh, Mac and [group client director] Darcy [McCarthy] are going over there!” McNamara says. “Since Indivior, I think we’ve been perceived as a threat.”

McKinney CEO Joe Maglio likens the sudden change in perception to a similar shift at the parent agency a few years earlier. “McKinney had been around for a long time and we hadn’t made that much noise. Then in 2019, we won Little Caesars,” he recalls. “It wasn’t necessarily in the game plan to win a pitch such as Indivior so quickly, but we had set ourselves up to be ready for it. We knew we’d have a moment when we’d be on the radar in a different way.”

McKinney Health ended 2022 with $500,000 in revenue and jumped that sum to $14 million in 2023. The fledgling agency’s roster has grown to include engagements with Biogen, Alcon and Nestlé Gerber.

Staff size surged from 12 full-timers during the 2022 launch half-year to 50 by the end of 2023. The company notably bolstered its upper managerial ranks with a trio of industry veterans: executive creative director, copy Piper Hickman, who arrived from McCann Worldgroup; director of strategy Katie Perkinson, from Precisioneffect; and director of medical Harold Schombert, from Real Chemistry.

Such hires provided a lift, practically and emotionally. But it wasn’t until Maglio and McNamara took their show on the road that they realized the groundswell of support that had been building.

“We started doing internal presentations to explain why we were getting into this business — why health and wellness wasn’t just something you could do great work in, but great work that could make a material difference in people’s lives,” Maglio says. “What happened was that people who worked on mass consumer brands started asking if they could do health. That’s when I thought, ‘Oh, this is real.’”

McKinney Health’s quick start raises an obvious question: What’s next? McNamara jokes about a potential reason to hit the brakes: “I spent the last year teaching Joe acronyms — NPP, MSL, PDUFA.”

But it’s clear the agency has every intention of leaning into its growth spurt. Maglio expects the company to launch a division within McKinney’s media group specifically focused on health and wellness, while McNamara has plans to diversify the company’s client base. He points to the agency’s current work with Nestlé Gerber on an influencer program as a possible guidepost.

“We want to add wellness; we don’t want to be just pharma. And we’d love to push the boundaries of innovation in social media with some of these clients,” he says. “Pizza brands post every day. Why should pharma brands only post once every six months?”

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Work we wish we did

Turban-wearing Sikh motorcyclists are now exempt from helmet laws in several Canadian provinces, creating a difficult choice between the protection offered by a helmet and the deep significance of a turban to the Sikh identity. The Tough Turban from Pfaff Harley-Davidson is a solution that is safe and culturally appropriate, and shows an understanding of one of the biggest immigrant communities in Canada. It means that Sikh motorcyclists no longer have to choose between their beliefs and their safety — and that’s incredibly admirable. — McNamara

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