Why I built GME:X with a deliberately early-career team



Reflections Why I built GME:X with a deliberately early-career team 5 June 2026 40 min Knowledge, skills & development Colleagues, culture & safety Patients, partnership & communication What? At Bayer, between 2022 and 2024, I built GME:X, the Global Medical Education Xchange, which reached more than 50,000 healthcare professionals across the US, Japan, India and the UK, and created D:CAM, the Digital Content Acceleration Methodology, reorganising production around modular, reusable content with full compliance. I chose to build it with a deliberately early-career team. So what? The decision I am proudest of is the team. It would have been safer to hire people who had done it before, but nobody had done exactly this before, and senior habits can be their own kind of ceiling. Early-career people had no received way of doing it, so they invented one. A system that makes good work repeatable matters more than any single heroic effort, and building one is the best classroom I know. Now what? I keep making the same bet: put the method in the system, not in one person’s head, and hand real responsibility to people early. The measure I care about is not what the team produced while I was there, but how much of it keeps running, and how far the people go, after I have moved on. Share: Part of my reflective practice, written in the open: anonymised, structured as what, so what and now what, and used for my GMC appraisal. All entries are on the Reflections page. Dr Kishan Rees · first published 5 June 2026 Saved from https://drkishanrees.com/work/reflections/early-career-team/

What?

At Bayer, between 2022 and 2024, I built GME:X, the Global Medical Education Xchange, which reached more than 50,000 healthcare professionals across the US, Japan, India and the UK, and created D:CAM, the Digital Content Acceleration Methodology, reorganising production around modular, reusable content with full compliance. I chose to build it with a deliberately early-career team.

So what?

The decision I am proudest of is the team. It would have been safer to hire people who had done it before, but nobody had done exactly this before, and senior habits can be their own kind of ceiling. Early-career people had no received way of doing it, so they invented one. A system that makes good work repeatable matters more than any single heroic effort, and building one is the best classroom I know.

Now what?

I keep making the same bet: put the method in the system, not in one person’s head, and hand real responsibility to people early. The measure I care about is not what the team produced while I was there, but how much of it keeps running, and how far the people go, after I have moved on.