Bianca Collings
EVP, Marketing | Lumea
What unique marketing approaches have been most effective in the specialized medical technology space?
When I stepped into my role at Lumea, I didn’t come from a traditional healthcare or medtech background, … but what seemed like a disadvantage at first ultimately became one of our greatest assets. It allowed me to bring a fresh perspective to an industry that is largely made up of insiders. Instead of relying on the typical playbook, such as digital ads or pay-to-play campaigns, we leaned into authenticity and credibility. … We laid a deep SEO foundation, launched a podcast, built a digital magazine and founded an industry summit that now brings together thought leaders from across the globe.
What leadership principles did you learn by successfully producing Lumea’s first Digital Diagnostic Summit that you’re applying to future initiatives?
Most events in this space follow the same formula — same speakers, same venues, same structure. We wanted to do something different. Alongside our head of sales, we created a summit that reflected the innovation we talk about. … That first summit helped put Lumea on the map, and it’s now considered one of the top three events in our space. The biggest lesson I’ve taken from the experience is that leadership doesn’t require the “right” background. It takes vision, trust in your instincts and a willingness to do things differently.
Your students at Utah Valley University consistently praise your ability to connect classroom learning with real-world marketing applications. How do you balance your roles as both an industry executive and an educator, and how does each role inform the other?
My harp teacher, in particular, shaped how I think about learning. Starting at age six, every lesson was recorded on an old-school tape recorder, long before that kind of self-review was common. I had to listen back, evaluate my own performance, and come to the next lesson prepared to explain where I needed to improve. She put me on national stages as a soloist and ensemble member from a very young age — not for prestige, but because she believed the only way to really learn was to apply what you knew in the real world. If your knowledge stays locked in the studio, you haven’t really learned it. That mindset is what I try to pass on to my students.
What challenges have you faced, and what strategies would you recommend to companies looking to develop and retain more women in leadership positions?
As a mother of five and an executive in a mission-driven tech company, I’ve constantly worked to give both roles the energy and presence they deserve. The pressure to “do it all” is real, and while the struggle is often framed as external, for me it has been deeply internal. … I’ve been lucky to work with leadership teams who did not just allow flexibility, they encouraged it. They trusted that the work would get done and understood that supporting personal priorities builds stronger teams. Today, half of my marketing team are working mothers, many with young children. They treat time like a superpower and bring unmatched focus, resilience and creativity. My mission now is to help more women do what I helped my own kids do: uncover their strengths, reignite their passion, and connect it to the right opportunity.
