DRAIN THE SWAMP

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Classic Integra Move - Big Bad Bob Davis came to rescue the Recon Division which grew 13% before he came along and he grew about ZER0 % Running the never grow Neuro Division. All Process - Ex GE guy. Hey Bob let's have some more forecast calls on Monday and Tuesday next week!
 
























. .BTW My Teams grew 25% in 2015 and 20% in 2016. Here we go - the following is just my opinion, but … The Oracle Engine at Integra has not functioned properly for some years crippling the entire division (adding untold manhours for the sellers and Pricing Admin) - Patched up for years by Integra IT personnel instead of contracting with Oracle. The break downs with Oracle directly cause the Pricing System to be constantly broken and also affects the reliability of their inventory system - SurgiSoft. Surgisoft was never really intended to track thousands of SKU's - it was intended for the Skin product line w far fewer SKU's.They were going to pilot a new inventory program w Owens Minor for extremities - have no idea if that happened or not - I don't think it can work though. The Policy of never changing pricing until Q4 - overloads Pricing Admin so they can't get the volume of work done - not so good for the sellers. Their super complicated Comp Plan is there to insure only 30 or so reps get to the top - the rest are held at SS1 or SS2. They have no onboarding program for new distributors and my own distributor had every invoice priced incorrectly for his first 3 months w Integra. He left 6 months after I resigned. Every new idea is a work around when it comes to data. The marketing department on the extremity side has to work with outdated plate and screw systems that Snr. Mgt. would most likely love to sell off but no one would want. There were rumors of Integra wanting to buy Paragon 28 - not realistic. Paragon 28 is not in the market to sell. Adding Miller Heiman - adding more complexity to an already complex company to work for - but I hope it works. Skin pricing is a major challenge as costs have been raised double digits for 10 years +. Splitting the Sales Force was probably a good decision in my view. See not all negative... w some constructive criticism thrown in. But it is a lot to fix which will cost a lot and haunt the division for years. In the end, I wish all the sellers and field managers as well as the good folks inside the best because there are many, many good people at Integra. I even wish senior mgt. well because that would be good for the employees. They have implemented their playbook, and are very good at that no doubt. Perhaps they don't have the budget to fix the fundamentals - how can they with the amount of acquisitions this company does.
 






David Dunne said:
. .BTW My Teams grew 25% in 2015 and 20% in 2016. Here we go - the following is just my opinion, but … The Oracle Engine at Integra has not functioned properly for some years crippling the entire division (adding untold manhours for the sellers and Pricing Admin) - Patched up for years by Integra IT personnel instead of contracting with Oracle. The break downs with Oracle directly cause the Pricing System to be constantly broken and also affects the reliability of their inventory system - SurgiSoft. Surgisoft was never really intended to track thousands of SKU's - it was intended for the Skin product line w far fewer SKU's.They were going to pilot a new inventory program w Owens Minor for extremities - have no idea if that happened or not - I don't think it can work though. The Policy of never changing pricing until Q4 - overloads Pricing Admin so they can't get the volume of work done - not so good for the sellers. Their super complicated Comp Plan is there to insure only 30 or so reps get to the top - the rest are held at SS1 or SS2. They have no onboarding program for new distributors and my own distributor had every invoice priced incorrectly for his first 3 months w Integra. He left 6 months after I resigned. Every new idea is a work around when it comes to data. The marketing department on the extremity side has to work with outdated plate and screw systems that Snr. Mgt. would most likely love to sell off but no one would want. There were rumors of Integra wanting to buy Paragon 28 - not realistic. Paragon 28 is not in the market to sell. Adding Miller Heiman - adding more complexity to an already complex company to work for - but I hope it works. Skin pricing is a major challenge as costs have been raised double digits for 10 years +. Splitting the Sales Force was probably a good decision in my view. See not all negative... w some constructive criticism thrown in. But it is a lot to fix which will cost a lot and haunt the division for years. In the end, I wish all the sellers and field managers as well as the good folks inside the best because there are many, many good people at Integra. I even wish senior mgt. well because that would be good for the employees. They have implemented their playbook, and are very good at that no doubt. Perhaps they don't have the budget to fix the fundamentals - how can they with the amount of acquisitions this company does.
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Good attempt at saving face there Dave. Looks like you figured out how to post anonymously this time.
 












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