David E. Collins was thrust into the public eye during the 1982 Chicago-area Tylenol poisoning crisis while chairing Johnson & Johnson’s McNeil Consumer Products. He was instrumental in navigating the company through the situation, preventing a potential ban on Tylenol that Chicago’s then-Mayor Jane Byrne proposed. Under his leadership, Tylenol recovered its market share and became a case study in crisis management.
Born in 1934 in Oak Park, Collins grew up in the suburb. He attended Fenwick High School before earning a degree from the University of Notre Dame in 1956 and a law degree from Harvard in 1959. Initially, he worked with the law firm Shearman & Sterling until 1962. He then joined Johnson & Johnson’s legal division, serving in roles such as corporate secretary, general counsel, and on its board of directors.
Collins became president of McNeil Consumer Products in 1978, later overseeing Johnson & Johnson’s Latin American subsidiaries. His leadership was evident when he pushed for the company to manufacture codeine against industry expectations, a move that succeeded after a challenging legal battle.
“He was a natural leader,” remembered Roger Fine, a retired Johnson & Johnson executive. “Smart, warm, and engaging, he led without dictating.”
When the Tylenol crisis erupted, a still-unidentified perpetrator laced Extra-Strength Tylenol capsules with cyanide, resulting in seven deaths and a large product recall. Collins’ decision to become the public face of the crisis underscored his commitment to consumer safety and transparency. He personally moved to Chicago to manage the crisis from its epicenter and collaborated with law enforcement, sharing vital lists of potential suspects, including disgruntled employees and customers.
In a 1982 interview, Collins reassured the public of Johnson & Johnson’s resolve, emphasizing consumer trust. The company introduced tamper-resistant packaging and initiated consumer reassurances through television commercials. By April 1983, Tylenol’s sales had nearly rebounded to pre-crisis levels, and by fall, the market share surged, surpassing post-crisis lows.
Reflecting on the experience, Collins stated, “One of the greatest tragedies of my career happened to be one of the greatest triumphs.”
After his tenure at Johnson & Johnson, ending in 1988, Collins briefly led a new division at Schering-Plough Healthcare. He retired in 1994 but remained active, teaching at several universities and contributing to organizations like the Aspen Institute. He served on numerous boards, including Align Technology, where his strategic guidance was considered invaluable.
Collins passed away on September 22 at 92 due to complications from leukemia. He is survived by his wife, Judy, their three children, six grandchildren, and siblings. His commitment and strategies during the Tylenol crisis left a lasting impact on corporate crisis management.
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