Get out while you can

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The only Moron is the Corporate tool trolling this site. Get back to work you lazy Corporate hack!
This company sucks. You don't see it from the field. Corporate has their blinders on and it won't change.
COVID is their $ focus with revenue declining rapidly............
Cuts and layoffs are coming and who knows what else.........
 


















anonymous said:
What makes you so sure there will be layoffs? that sounds crazy. More likely Pfizer will buy us first, then restructure.
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Because our goal was over $1 billion this year, and we sunk costs assuming that return. We won’t sniff anywhere close to that number. Investors like ROI, and the only way to give it to them will be to cut our way to growth.

Plus, ask yourself, how long has it been since you heard anyone speak of an expansion, like they so confidently did in January? When you heard that over and over again, and now you hear nothing about our size or approach, you can be confident reduction is on the horizon.
 






anonymous said:
The product really is good, and there is a massive need in the disease state. This helps cover up the culture killing moves and failed initiatives from the top. I left a job of many years to come here, now to realize it was based on false promises. For patients’ sake, I hope we clean house and get better people in a position to make decisions about our future.
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The product is average at best and is a house of cards. The compliance part is nice, but once a good blood based test is available goodbye CG. Oncotype brand is awesome, but Exact upper management is killing it and all of the attorneys and compliance make this a horrible environment.
 






anonymous said:
Because our goal was over $1 billion this year, and we sunk costs assuming that return. We won’t sniff anywhere close to that number. Investors like ROI, and the only way to give it to them will be to cut our way to growth.

Plus, ask yourself, how long has it been since you heard anyone speak of an expansion, like they so confidently did in January? When you heard that over and over again, and now you hear nothing about our size or approach, you can be confident reduction is on the horizon.
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Simply you don't need that many people. The reps and specialty reps can easily do the same job. Too many layers of people I have no clue of what they do all day and they have no metrics that they can be held accountable for. Also, they total screw with your bonus and that is a major issue, DON'T MESS WITH A SALES PERSON'S MONEY!
 






anonymous said:
I wouldn’t say there is any active effort to get rid of employees. I’d just say that there’s an ineptness in leadership - they can’t figure out what they want to do, and it really has nothing to do with COVID. The constant tinkering with everything over and over again is why people leave. They promise a great culture, but simply don’t deliver on it.
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Yes they are.
 






anonymous said:
Simply you don't need that many people. The reps and specialty reps can easily do the same job. Too many layers of people I have no clue of what they do all day and they have no metrics that they can be held accountable for. Also, they total screw with your bonus and that is a major issue, DON'T MESS WITH A SALES PERSON'S MONEY!
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Sure. The GI team was a mistake. We were at the point we felt we couldn’t add people fast enough (another mistake) and we knew the PMR would revolt if you jammed a third person in the territory, so the GI team was created. Murky purpose; don’t generate much business; lack of strategy - doomed to fail. Another leadership mistake.

I think CG is a great product and the company has a wonderful mission in a market where there is a massive need. Unfortunately, current leadership has no idea how to capitalize on this opportunity nor how to run a company. It’s time for change at the top (MS).
 






anonymous said:
They’ll be gone soon. Only the strong survive. Looking forward to another decade of this good paying, easy job.
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Good paying job? Haha, this pay is total SHIT and they fuck you on ICP. I’d say 75% of the new hires took the job because they had to and 100% of those people are still looking to move. So you lifers can have your shitty company back and continue to tell each other how good you have it while your pocket is being picked.
 






anonymous said:
Good paying job? Haha, this pay is total SHIT and they fuck you on ICP. I’d say 75% of the new hires took the job because they had to and 100% of those people are still looking to move. So you lifers can have your shitty company back and continue to tell each other how good you have it while your pocket is being picked.
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Then they have the audacity to hold PMRs responsible for getting patients to return their Cologuard?
I couldn't believe this when I hesrd it! Isn't that bordering in a HIPPA violation? It just pushes reps closer to offices discussing PHI with them because they are forced to do so and apparently are being incentivised to do so.
 






anonymous said:
Then they have the audacity to hold PMRs responsible for getting patients to return their Cologuard?
I couldn't believe this when I hesrd it! Isn't that bordering in a HIPPA violation? It just pushes reps closer to offices discussing PHI with them because they are forced to do so and apparently are being incentivised to do so.
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literally every other diagnostic company is incentivized by returned tests - not ordered tests...AND on top of that every other company bases quotas on actual revenue generated by those tests not just number of kits ordered - the fact that pmrs were and are paid based on just ordered tests that ES hasn’t even been paid for shows how retarded KC is. Not to mention, people at other labs get a hell of a lot more PHI than exact having to do some weird fax machine dance to get any info sent to offices
 












Incentivizing the sales force for activities that don’t drive revenue is stupid. That’s why you’ve had years of fighting over care gaps - PMRs just want their bonus; they don’t care whether or not a patient returns a kit. They just want kits out the door. Plus, you’ve got multiple layers of people (PMR, ISR, GI, and SAM) all getting credit for exactly the same order. Quadruple paying bonus is also stupid. But, you’re just scraping the tip of the iceberg of things that are stupid at Exact. Great product and great mission, but very poor execution all over the place - screwed up goals, screwed up data, screwed up systems, bad initiatives, no follow-thru, creation and elimination of positions, no development, etc, etc, etc. The only thing that works like it should at Exact is CG. Everything else is broken.
 


















anonymous said:
Incentivizing the sales force for activities that don’t drive revenue is stupid. That’s why you’ve had years of fighting over care gaps - PMRs just want their bonus; they don’t care whether or not a patient returns a kit. They just want kits out the door. Plus, you’ve got multiple layers of people (PMR, ISR, GI, and SAM) all getting credit for exactly the same order. Quadruple paying bonus is also stupid. But, you’re just scraping the tip of the iceberg of things that are stupid at Exact. Great product and great mission, but very poor execution all over the place - screwed up goals, screwed up data, screwed up systems, bad initiatives, no follow-thru, creation and elimination of positions, no development, etc, etc, etc. The only thing that works like it should at Exact is CG. Everything else is broken.
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What is the most annoying is it is the PMR who generates 90 percent of the business unless you are lucky enough to get a system win in your territory .All you have to do now is look at Circle of Excellence to see the people who got the system wins for the most part. The ISRs getting credit is the most annoying thing of all.All they do is nothing to help but get blown off by our offices because they are unneeded! GSRs are a whole nother story! Really?
So much waste when all you need is a PMR in a decent sized territory to get the job done and let customer service harass people for returns! PMRS do the best they can to push it!
 






anonymous said:
Incentivizing the sales force for activities that don’t drive revenue is stupid. That’s why you’ve had years of fighting over care gaps - PMRs just want their bonus; they don’t care whether or not a patient returns a kit. They just want kits out the door. Plus, you’ve got multiple layers of people (PMR, ISR, GI, and SAM) all getting credit for exactly the same order. Quadruple paying bonus is also stupid. But, you’re just scraping the tip of the iceberg of things that are stupid at Exact. Great product and great mission, but very poor execution all over the place - screwed up goals, screwed up data, screwed up systems, bad initiatives, no follow-thru, creation and elimination of positions, no development, etc, etc, etc. The only thing that works like it should at Exact is CG. Everything else is broken.
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I could not have said it any better. You didn't even mention the layers of managers, VP's, Directors that MS and KC have added the last 2 years...that do what? Hoping the stock goes up one more time.
 






anonymous said:
I could not have said it any better. You didn't even mention the layers of managers, VP's, Directors that MS and KC have added the last 2 years...that do what? Hoping the stock goes up one more time.
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The biggest waste of all is Associate Directors .What do they do to contribute and excessive Area Managers.The Area Mgr role is so antiquated and offices hate when they come in.Mine us such an unprofessional idiot he sits at my lunches with his nose in his cell phone reading who knows what and his oblivious to the sideways glances he is getting from providers
So embarrassing!
 






anonymous said:
The biggest waste of all is Associate Directors .What do they do to contribute and excessive Area Managers.The Area Mgr role is so antiquated and offices hate when they come in.Mine us such an unprofessional idiot he sits at my lunches with his nose in his cell phone reading who knows what and his oblivious to the sideways glances he is getting from providers
So embarrassing!
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I would agree that we have too many ADs, especially when you add in the GI and SAM teams. I think you’ll see that problem taken care of before the end of the year, but that will be another classic “create a job just to cut it” that MS is so good at. He can’t seem to figure out how he wants to organize the field force, and he’ll be more than happy to jerk people’s career around as he fumbles his way to whatever model he ultimately decides on.

Managers in the field are fine with me - it’s what they do. Screwing around on your phone is bad, but I don’t think most managers do that. But, they can manage 10 people each, easily, and should be sized as such. But, the multitude of VPs and Sr. Directors that we’ve added to give MS’s buddies a place to land is ridiculous. More inefficiency - this is the biggest Marketing team I’ve ever seen, and we only have 1 product. It’s stupid.

Problems all around, starting with MS.
 












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