Getting Any Better

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I don't understand why people are pissed @ GC. He must have become a dick after I left. I never had a problem with him when I was there. However, I was never a manager, I was a TM.
 








anonymous said:
100% dead on. I left within the last year. I've been around the block and have worked for a couple outstanding organizations and leaders. Greg Is not only the worst leader I've ever met but probably one of the worst people I've met.

What an ugly individual. And very deserving of the negative reviews.
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You must've REALLY sucked!
 








anonymous said:
You must've REALLY sucked!
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I was one of the top performing reps at EC and Gregg was by far the worse VP of sales that I've ever experienced. Zero leadership, zero personal skills, and unnecessary arrogance. I'm happy to see the rug was pulled out from under him. No one deserves it more than that dummy.
 








































Ha- I never knew this site existed until this week.

I was a manager of another function at EC but we worked directly with the sales team. I interfaced with Gregg on a regular basis. Like others here, were constantly astounded by his arrogance. It would be one thing if he was a competent, respected, bright individual who could lead people. Quite the contrary. People revolted against him in all departments. He was abrasive, self-absorbed, and did not know how to get things done through others. Always genuinely felt he was the smartest person in the room by a factor of 10. I'm sure he has to know that business success requires working well with others, inspiring, leading, motivating, relationships, etc. He's just incapable of actually doing it.

We never undestood how Mark either never saw this in Gregg, or failed to do anything about it by not making a change. Many of us feel the sales team was ultimately responsible for our demise. There were pockets of success, but 80% of the sales team never figured it out.
 








anonymous said:
Ha- I never knew this site existed until this week.

I was a manager of another function at EC but we worked directly with the sales team. I interfaced with Gregg on a regular basis. Like others here, were constantly astounded by his arrogance. It would be one thing if he was a competent, respected, bright individual who could lead people. Quite the contrary. People revolted against him in all departments. He was abrasive, self-absorbed, and did not know how to get things done through others. Always genuinely felt he was the smartest person in the room by a factor of 10. I'm sure he has to know that business success requires working well with others, inspiring, leading, motivating, relationships, etc. He's just incapable of actually doing it.

We never undestood how Mark either never saw this in Gregg, or failed to do anything about it by not making a change. Many of us feel the sales team was ultimately responsible for our demise. There were pockets of success, but 80% of the sales team never figured it out.
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All mark needed was a "yes man." GC had the background of success, harvard paper, boston sci background and would just push down whatever barking orders MG handed out. You're holding MG on some pedestal, the guy is an egotistical maniac who by his own arrogance, ran EC into the ground.
 








anonymous said:
All mark needed was a "yes man." GC had the background of success, harvard paper, boston sci background and would just push down whatever barking orders MG handed out. You're holding MG on some pedestal, the guy is an egotistical maniac who by his own arrogance, ran EC into the ground.
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While I don't disagree with you on MG's arrogance, him and GC were practically twins when it came to that trait. GC never took the time to develop his sales team and thought that every single one of us was disposable. His attitude towards replacing reps at a moment's notice was one of the reasons why Fuse and some territories never made it off the ground. Hospitals won't buy from a company when they are turning over reps every three to six months.

GC was by far the worst leader that I have ever come across and I can't believe that he was put in charge of a sales team. I was there for over two years and it amazed me that a VP of Sales wouldn't take the time to talk to his sales team. He and our AD (BL) would go months without any communication to the sales force.

MG and GC were/are absolutely awful leaders.
 








Really disappointed with the content of this thread. Really sad that we were relying on you to sell our products and make us successful. No wonder, we had problems selling with such a disgruntled bunch of foul-languaged, incompetent whiners. Shame on you.
 








anonymous said:
Really disappointed with the content of this thread. Really sad that we were relying on you to sell our products and make us successful. No wonder, we had problems selling with such a disgruntled bunch of foul-languaged, incompetent whiners. Shame on you.
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I'm sure you could do better? Your products? You mean the cheap, knock off products from China that were total commodities with zero clinical value? The forceps that would never work? The garbage bags with a bunch of cheap Chinese items thrown into them?

You do realize that these products are a dime a dozen with zero clinical advantages over other competitors?
 








anonymous said:
Really disappointed with the content of this thread. Really sad that we were relying on you to sell our products and make us successful. No wonder, we had problems selling with such a disgruntled bunch of foul-languaged, incompetent whiners. Shame on you.
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Look, I get it, you're pissed that you're out of a job. But keep in mind, it was the sales force that grew this company, not you. It was the sales force the sold our Fuse when it wasn't ready to be released to the public, not you. It was the sales force that took products like our forceps, banding device, and other items that we knew didn't work 100% of the time and sold them, not you.

How many demos did you do with Fuse? How many deals did you close? Better yet, how many times were you dealing with pissed off Fuse customers when another scope broke during a case?

So go ahead, point the finger at the sales force because it was our fault. The last time I looked, the sales reps didn't sell the company without any warning. The sales reps didn't strike a deal with Boston Scientific without anyone's knowledge. Like everyone else, we will be looking for jobs at the end of Jan. The only one who is coming ahead on this is MG. No one else. He sold this place and sold everyone else out with it.
 








anonymous said:
Look, I get it, you're pissed that you're out of a job. But keep in mind, it was the sales force that grew this company, not you. It was the sales force the sold our Fuse when it wasn't ready to be released to the public, not you. It was the sales force that took products like our forceps, banding device, and other items that we knew didn't work 100% of the time and sold them, not you.

How many demos did you do with Fuse? How many deals did you close? Better yet, how many times were you dealing with pissed off Fuse customers when another scope broke during a case?

So go ahead, point the finger at the sales force because it was our fault. The last time I looked, the sales reps didn't sell the company without any warning. The sales reps didn't strike a deal with Boston Scientific without anyone's knowledge. Like everyone else, we will be looking for jobs at the end of Jan. The only one who is coming ahead on this is MG. No one else. He sold this place and sold everyone else out with it.
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Let me know your address, so I can send a couple of boxes of tissues.
The sales force is/was incompetent, had poor leadership and no accountability. Stop pointing fingers at MG.
 








anonymous said:
I'm sure you could do better? Your products? You mean the cheap, knock off products from China that were total commodities with zero clinical value? The forceps that would never work? The garbage bags with a bunch of cheap Chinese items thrown into them?

You do realize that these products are a dime a dozen with zero clinical advantages over other competitors?
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If the products were so bad, and the company so bad, what are you complaining about.
You had a choice. You stayed, right!?
 
















anonymous said:
Let me know your address, so I can send a couple of boxes of tissues.
The sales force is/was incompetent, had poor leadership and no accountability. Stop pointing fingers at MG.
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Ummmm, didn't you just say that the sales force had poor leadership? That being the case MG is absolutely responsible. How he could keep GC around so long is beyond comprehension.
 








anonymous said:
Ummmm, didn't you just say that the sales force had poor leadership? That being the case MG is absolutely responsible. How he could keep GC around so long is beyond comprehension.
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Yes, and it's the president's fault when we have high gas prices.
Of course GC, JD and BL should be held accountable for poor sales and constant snowplowing, but ultimately our whole sales team has been incompetent.
 








To be sure, this company had more than it's fair share of "B" and "C" players and yes, the sales leadership team failed to do many of the basics. The recruiting/selection process was terrible, the on-boarding/training & development program even worse, and there was no common direction/sales message delivered to the market. But all that being said, anyone who thinks this catastrophic failure of the company isn't directly attributable to Gilreath is delusional.

Gilreath was the one that made the decision to launch products before they were ready, he was the one who chose to ignore the feedback from customers (how many times did we hear him say 'all biopsy forceps stick', he was the one who failed to put spending controls in place and allowed truly incompetent VPs spend money like there was no tomorrow (the amounts pissed away in R&D and Ops were insane)....and he was the one that kept making outlandish commitments to the Board and Wall Street.

The reality is MG was 'okay' as a CEO of a small company that distributed other people's cheaply made products but, when the company bought Peer Medical and took on Fuse, he was out of his league. Adding the complexities of R&D in Israel and operations in Germany was a huge mistake and he had no idea how to fix it.

He gets to walk away with millions of dollars through a couple years of severance and a huge payout on 'auto-vested' options...he becomes wealthy for being a failure. The sales team and others in the company that, on a daily basis, had to deal with his micromanagement on trivial matters and lack of leadership skills get the shaft.
 








anonymous said:
Yes, and it's the president's fault when we have high gas prices.
Of course GC, JD and BL should be held accountable for poor sales and constant snowplowing, but ultimately our whole sales team has been incompetent.
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No argument there. I would say the majority of the sales reps were just a warm body that filled a territory until they left or were fired after six months. Once word got out that this place was hot garbage, the reps who joined were worse than the previous batch. And these guys think that Boston will hire them? Good luck.
 








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