Well said. Just doing a numbers count of KAM and TBS positions, the number of RBD's should be reduced by at least 40%. At this level, RBD's should manage a total of 10 employees each. Now what to do with these employees? Perhaps they could be offered other types of positions, as this top-heavy management will have very bad consequences. With too many RBD's on board, Sage becomes top heavy and faces many negative impacts—all are unnecessary challenges. RBD's already feel the need to compete with other RBD's, which can lead to them pushing for conflicting initiatives. With this existing top heavy hierarchy, they worry more about managing and less about letting their reps just do their jobs. This is leading the managers to micromanaging their teams to justify their position to their AD's—which is bad for the reps and their productivity. Having a top heavy organization negatively impacts all employees. Reps are already feeling overly managed, which causes undue stress and makes them less likely to think creatively or suggest changes for growing Sage. It's unfortunate as it could result in losing a lot of good people if they don't make structural changes. Having a manager manage 5 to 6 polished professionals is just bad business.