At an early age, Jeremy Barbera gained valuable experience in problem solving with the help of his father who was an electrical engineer with Hewlett Packard in Waltham Massachusetts. For example, if Jeremy wanted to watch TV, his dad would often take it apart and Jeremy would be tasked to put it back together in order to view his favorite programming. This is just one experience of Jeremy’s, but this type of learning by experience was commonplace in the household, guiding him to be the “outside the box” thinker he is today.

When he was 17, Jeremy Barbera started working at his favorite venue in NYC, Lincoln Center, with the job of selling Mostly Mozart t-shirts to customers. The only problem was Jeremy didn’t like the design of the shirts he was to sell, so he decided to inquire about a new design that might be more pleasing to not only him, but to Lincoln Center customers as well.

The new design featured song notes from Mozart’s 21st Piano Concerto in C major starting on the front of the shirt and wrapping around to the back. The shirt turned out to be a huge hit, leading Jeremy to ask the Managing Director of the New York Philharmonic if he could do something similar for the Concerts in the Parks in Central Park during the summer. These two experiences illustrate Jeremy’s knack for entrepreneurship, and again, unique approach in connecting customers to brands, and later, services.

Jeremy Barbera studied at New York University (1980 – 1985) where he received a BS and MS in Physics. He would later attend MIT Sloan School Management (1994 – 1996) obtaining his MBA.

While studying at New York University, at only 23 years of age, Jeremy began work as a Research Scientist at NASA Goddard Space Flight Center, where he worked on Pioneer Venus Project as well as the Global Atmospheric Research Program.

In 1988, Jeremy Barbera founded Marketing Service Group, Inc. (MSGI), a company specializing in integrated marketing, database marketing, analytics, customer acquisition and retention. At its zenith, MSGI employed more than 1,200 employees and was name one of the top 100 companies to work for in New York City.

MSGI began out of an issue that American Express brought to Jeremy – credit card suppression.  Venues like Lincoln Center and Carnegie Hall didn’t accept American Express cards and simply wondered why that might be. He decided he could help the venues and AMEX and countless others by identifying the type of customer that would frequent these places. Jeremy realized that this could be accomplished by collecting data when a consumer swipes his or her credit card.

Aside from the Lincoln Center, he would work with other venues to collect data on their consumers, paving the way for data analytics in the entertainment industry and the founding of MSGI. By 1996, Jeremy’s company had invented online ticketing, acquired a creative and brand agency, a telemarketing company and even a printer. The idea is simple, instead of working with seven different vendors; a client could come to a one-stop shop with MSGI.

In New York, Jeremy and MSGI had nearly 100% market share of the entertainment industry prior to the events of 9/11. People were far less willing to visit New York City and the major venues, thus prompting Jeremy to sell the company in 2002 to Omnicon Group. As a part of sale, he entered into a non-compete and was therefore unable to work within the entertainment industry for the next five years.

Jeremy’s next initiative following MSGI was MSGI Security Solutions, Inc. The company focused on counterterrorism and homeland security technology that supported various agencies within the US Department of Homeland Security and the US Department of Justice, the United Nations, NATO, and visiting foreign dignitaries.

Jeremy Barbera is Chairman and CEO of Nanobeak. He devoted much of his time learning molecular biology as he observed an opportunity for existing NASA technologies to fix real-world issues. More importantly, Jeremy feels that medicine and treatment is based on cattle herd mentality, with everyone being treated the same way, utilizing a process of elimination that is very inefficient. Nanobeak, embodies the ideals of patient centered health care, as it makes the experience of diagnosing a patient more personalized, less intrusive, and quicker.

Using NASA technology and a proprietary breathalyzer, the health screening process gets cut down tremendously and treatment becomes more easily identifiable. Imagine breathing into a device that could inform you if you are developing stage 1 cancer or heart disease on the spot, in real time. Under Jeremy’s guidance, Nanobeak is on the cusp of delivering a health benefit that could disrupt the healthcare industry in a monumental way.