I’ve enjoyed my time here

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Anonymous said:
Last year Patrick S the VP of marketing’s plan with constant IC and strategy changes have strangled our ability to sell and to do what needs to be done in our territories. Everyone knows that the NBRXs we are helping pull through are not showing up in the numbers and our TRXs are continuing to grow. It just doesn’t add up. On top of that we all know about 70% of our business has come from non-targets a lot of them are in the same offices as our targets and we can access them. Now we don’t get anything for the time we spend explaining the drug to them because we no longer get credit for those scripts! How do you walk away from 70 percent of your business after only 2 or 3 years of promotion? Makes no sense! The call plans are weighted so heavily on Hyper Targets and Targets that it is saturated now and we are in jeopardy of pissing off offices. Even the teams that have always done well are struggling under this plan. Ever since Patrick S. took over there has been less and less input from us. Our culture has tanked and the experience and common sense our team has relied on for our early success with this product is no longer valued. The crazy thing is marketing doesn’t even provide us with the minimum things we need on time. We still don’t have hard copy copay cards and we have zero budget to get speaker programs done. How the board doesn’t see what is happening and move that guy out - blows my mind.
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This right here is why I fucking left. Wasn’t about the money. It was all about the perception that offices were starting to have about targets vs non-targets. A lot of us had called on these offices for a long time, so when we started shying away from people we could actually talk to and move, they noticed. Such bullshit. And when drs repeatedly asked about Medicaid coverage and if we had any updates, we should have just quoted leadership and said, “why would we pay for Medicaid when we are getting them for free” True Statement. Azstarys deserves a better company to promote it. The reps are not the problem. All Sr Leadership.

Wonder how long Zevra will sit back and watch its baby continue to get thrown out with the bath water??
 






Anonymous said:
Last year Patrick S the VP of marketing’s plan with constant IC and strategy changes have strangled our ability to sell and to do what needs to be done in our territories. Everyone knows that the NBRXs we are helping pull through are not showing up in the numbers and our TRXs are continuing to grow. It just doesn’t add up. On top of that we all know about 70% of our business has come from non-targets a lot of them are in the same offices as our targets and we can access them. Now we don’t get anything for the time we spend explaining the drug to them because we no longer get credit for those scripts! How do you walk away from 70 percent of your business after only 2 or 3 years of promotion? Makes no sense! The call plans are weighted so heavily on Hyper Targets and Targets that it is saturated now and we are in jeopardy of pissing off offices. Even the teams that have always done well are struggling under this plan. Ever since Patrick S. took over there has been less and less input from us. Our culture has tanked and the experience and common sense our team has relied on for our early success with this product is no longer valued. The crazy thing is marketing doesn’t even provide us with the minimum things we need on time. We still don’t have hard copy copay cards and we have zero budget to get speaker programs done. How the board doesn’t see what is happening and move that guy out - blows my mind.
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Spot on. How is this guy still here ? What a great med Azstarys is! Everyone is demotivated by the lack of IC plan. No credit for non targets means just work less
 






Anonymous said:
Last year Patrick S the VP of marketing’s plan with constant IC and strategy changes have strangled our ability to sell and to do what needs to be done in our territories. Everyone knows that the NBRXs we are helping pull through are not showing up in the numbers and our TRXs are continuing to grow. It just doesn’t add up. On top of that we all know about 70% of our business has come from non-targets a lot of them are in the same offices as our targets and we can access them. Now we don’t get anything for the time we spend explaining the drug to them because we no longer get credit for those scripts! How do you walk away from 70 percent of your business after only 2 or 3 years of promotion? Makes no sense! The call plans are weighted so heavily on Hyper Targets and Targets that it is saturated now and we are in jeopardy of pissing off offices. Even the teams that have always done well are struggling under this plan. Ever since Patrick S. took over there has been less and less input from us. Our culture has tanked and the experience and common sense our team has relied on for our early success with this product is no longer valued. The crazy thing is marketing doesn’t even provide us with the minimum things we need on time. We still don’t have hard copy copay cards and we have zero budget to get speaker programs done. How the board doesn’t see what is happening and move that guy out - blows my mind.
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It is crazy how one man can come in and change the culture and azstarys growth that was happening due to our hard work in the field. Now we are not making money or hitting goals and all of this started last year with HIS strategy and direction that no one agreed on. It is very obvious it isn't working but he continues take away our ability to own our targets and grow Azstarys volume. Yet, Patrick S the VIP of marketing thinks his way is the ONLY and the best way. It is very sad to see this happening the this great product and company.
 






Completely agree with everything said, Pat needs to go. Since joining this company he has made one bad decision after another. When his stupid ideas don't pan out he blames it on execution from the sales force. The sales force is made up of very experienced, successful people who have demonstrated our ability to move market share at every company we have been at but somehow it's our fault that his marketing plan is flawed and that we are not performing. The whole hypertarget, NBRx call plan is what ruined this company. The marketing materials are a joke, and every time something is rolled out it is delayed and flawed. I hope an investor sees this soon, gets rid of Pat, and salvages this mess before it's too late. Why they are allowing marketing to drive this company into the ground is beyond me. Maybe someone in senior sales leadership will grow a pair and set Pat straight.
 






anonymous said:
It is crazy how one man can come in and change the culture and azstarys growth that was happening due to our hard work in the field. Now we are not making money or hitting goals and all of this started last year with HIS strategy and direction that no one agreed on. It is very obvious it isn't working but he continues take away our ability to own our targets and grow Azstarys volume. Yet, Patrick S the VIP of marketing thinks his way is the ONLY and the best way. It is very sad to see this happening the this great product and company.
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This is 100% correct. He thinks the sales force is stupid and cannot execute. He also believes a one-size-fits-all approach works. He also will not allow his team to speak to the field, or he will lose his shit. My favorite part of our laughable POA call 2 Fridays ago was his "market research" (n=35). 35 docs. That is not market research. Not even close. It is insanely apparent the strategy is not working, and he is responsible for it. But the best part is that he and his team fumble EVERY SINGLE THING they do, and there are never any repercussions. Let's chat about the co-pay cards. How many scripts did we lose over the last several weeks due to registration? Now we get activated cards? So, we really did not need the patient info? Isn't that how we were supposed to be able to "reach out" in the event something like CH happened again? I think he and his team should have to go out and execute their strategy before sales has to. Let them answer the questions. Bet his view changes real quick. Let him go give co-pay cards to HCPs then answer why people have to register online if they don't have a card. Forward a call to him from a non-target who calls you and needs help with a patient or would like more co-pay cards. Maybe he should tell them they are not important to the company.

For example, here is a series of virtual programs that no one ever asked for. Here is an invite (from one week before) that has typos, missing crucial info, can't be printed, the QR code doesn't work, or, even better, no one answers the phone number on the invite. So, that is all rectified, the programs are starting, and there are no attendees. But that is the field's fault.

He uses his own analysts, so he controls the narrative. He know he f'ed up on NBRx, and he should be worshipping the field to save TRx (that they don't get paid for) when CH went down because he DID NOT HAVE A BACKUP plan. So he is still against paying on TRx because he would have to admit he was wrong.

SOMEONE, PLEASE save this company. There are really good people working here, and this product is life-changing for patients. Shouldn't we be basing our strategy on what is best for patients? They never talk about patients or helping patients—just calls and NBRx.
 






anonymous said:
This is 100% correct. He thinks the sales force is stupid and cannot execute. He also believes a one-size-fits-all approach works. He also will not allow his team to speak to the field, or he will lose his shit. My favorite part of our laughable POA call 2 Fridays ago was his "market research" (n=35). 35 docs. That is not market research. Not even close. It is insanely apparent the strategy is not working, and he is responsible for it. But the best part is that he and his team fumble EVERY SINGLE THING they do, and there are never any repercussions. Let's chat about the co-pay cards. How many scripts did we lose over the last several weeks due to registration? Now we get activated cards? So, we really did not need the patient info? Isn't that how we were supposed to be able to "reach out" in the event something like CH happened again? I think he and his team should have to go out and execute their strategy before sales has to. Let them answer the questions. Bet his view changes real quick. Let him go give co-pay cards to HCPs then answer why people have to register online if they don't have a card. Forward a call to him from a non-target who calls you and needs help with a patient or would like more co-pay cards. Maybe he should tell them they are not important to the company.

For example, here is a series of virtual programs that no one ever asked for. Here is an invite (from one week before) that has typos, missing crucial info, can't be printed, the QR code doesn't work, or, even better, no one answers the phone number on the invite. So, that is all rectified, the programs are starting, and there are no attendees. But that is the field's fault.

He uses his own analysts, so he controls the narrative. He know he f'ed up on NBRx, and he should be worshipping the field to save TRx (that they don't get paid for) when CH went down because he DID NOT HAVE A BACKUP plan. So he is still against paying on TRx because he would have to admit he was wrong.

SOMEONE, PLEASE save this company. There are really good people working here, and this product is life-changing for patients. Shouldn't we be basing our strategy on what is best for patients? They never talk about patients or helping patients—just calls and NBRx.
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Life changing.
 






anonymous said:
This is 100% correct. He thinks the sales force is stupid and cannot execute. He also believes a one-size-fits-all approach works. He also will not allow his team to speak to the field, or he will lose his shit. My favorite part of our laughable POA call 2 Fridays ago was his "market research" (n=35). 35 docs. That is not market research. Not even close. It is insanely apparent the strategy is not working, and he is responsible for it. But the best part is that he and his team fumble EVERY SINGLE THING they do, and there are never any repercussions. Let's chat about the co-pay cards. How many scripts did we lose over the last several weeks due to registration? Now we get activated cards? So, we really did not need the patient info? Isn't that how we were supposed to be able to "reach out" in the event something like CH happened again? I think he and his team should have to go out and execute their strategy before sales has to. Let them answer the questions. Bet his view changes real quick. Let him go give co-pay cards to HCPs then answer why people have to register online if they don't have a card. Forward a call to him from a non-target who calls you and needs help with a patient or would like more co-pay cards. Maybe he should tell them they are not important to the company.

For example, here is a series of virtual programs that no one ever asked for. Here is an invite (from one week before) that has typos, missing crucial info, can't be printed, the QR code doesn't work, or, even better, no one answers the phone number on the invite. So, that is all rectified, the programs are starting, and there are no attendees. But that is the field's fault.

He uses his own analysts, so he controls the narrative. He know he f'ed up on NBRx, and he should be worshipping the field to save TRx (that they don't get paid for) when CH went down because he DID NOT HAVE A BACKUP plan. So he is still against paying on TRx because he would have to admit he was wrong.

SOMEONE, PLEASE save this company. There are really good people working here, and this product is life-changing for patients. Shouldn't we be basing our strategy on what is best for patients? They never talk about patients or helping patients—just calls and NBRx.
Click to expand...
This is so false. He knows that the sales force is stupid.
 




















































































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