Interviewing for Upstate Ny

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anonymous

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I have an interview in Upstate Ny. Recently noticed that Rochester, Syracuse, Utica and Albany all have job openings? Is there an issue with the manager? I was told company is expanding? Seems a little odd to me. Any thoughts?
 






I am not from that area and therefore not familiar with the manager. However, the list of things that are wrong with this company are so long, it doesn't matter who the manager is. Here is a short list

- Quotas are raised every 2 weeks. So you will live or die in 2 week segments. Insurance payments are monthly, or even longer, so this makes no sense.
- The growth rate is the same for every territory, whether you have 10 hospitals or 1. It never changes, no matter how small they shrink your territory.
- If you manage to survive that and maybe even exceed your growth expectation, the quota is raised at the end of the year to close the gap so you start at 0. This is why there are very few reps here after 2 years. How ever well you do, they just raise your quota to that point so you can't continue to do well.
- Quotas are not in stone. Increases are made to quotas if insurance payments end up being less than they think, if a patient's insurance terminates mid-way through, if they make a mistake, etc. EVERY single segment is affected by this. Sometimes by a 5% increase sometimes by 40%. They don't care if it causes you to miss goal. They will just tell you that you should have sold more to cover the increases.
- You get no commission credit for patients whose insurance doesn't pay, who have no insurance at all, whose insurance plan doesn't cover the LifeVest, whose coverage for medical equipment is $0 or very limited. In summary, you will get paid on half to 2/3 of what you sell.
- Your business will depend greatly on your clinical team. This team is not valued or respected by Zoll. They are considered dispensable, replaceable, and are not treated well. They turnover quickly and you are constantly having to recruit and train new ones.
- The management of this company is practically inbred. Outside talent is not welcomed. Anyone new that comes in, leaves quickly. 3 VPs have been lost in the last year, all from outside the company. This company operates in a manner that is very outside industry norms.
- Different opinions are not welcome here. If you rightly identify a problem, the odds are you will be told you are the only one having the problem and to stop making excuses.
- The turnover rate here is 50%. Zoll is proud of this. They think they are weeding out weak reps. (Even those that have had tremendous success whose goals are simply raised to high to reach.)

As you can see, it doesn't matter who the manager is. The dysfunction is everywhere.
 






anonymous said:
I am not from that area and therefore not familiar with the manager. However, the list of things that are wrong with this company are so long, it doesn't matter who the manager is. Here is a short list

- Quotas are raised every 2 weeks. So you will live or die in 2 week segments. Insurance payments are monthly, or even longer, so this makes no sense.
- The growth rate is the same for every territory, whether you have 10 hospitals or 1. It never changes, no matter how small they shrink your territory.
- If you manage to survive that and maybe even exceed your growth expectation, the quota is raised at the end of the year to close the gap so you start at 0. This is why there are very few reps here after 2 years. How ever well you do, they just raise your quota to that point so you can't continue to do well.
- Quotas are not in stone. Increases are made to quotas if insurance payments end up being less than they think, if a patient's insurance terminates mid-way through, if they make a mistake, etc. EVERY single segment is affected by this. Sometimes by a 5% increase sometimes by 40%. They don't care if it causes you to miss goal. They will just tell you that you should have sold more to cover the increases.
- You get no commission credit for patients whose insurance doesn't pay, who have no insurance at all, whose insurance plan doesn't cover the LifeVest, whose coverage for medical equipment is $0 or very limited. In summary, you will get paid on half to 2/3 of what you sell.
- Your business will depend greatly on your clinical team. This team is not valued or respected by Zoll. They are considered dispensable, replaceable, and are not treated well. They turnover quickly and you are constantly having to recruit and train new ones.
- The management of this company is practically inbred. Outside talent is not welcomed. Anyone new that comes in, leaves quickly. 3 VPs have been lost in the last year, all from outside the company. This company operates in a manner that is very outside industry norms.
- Different opinions are not welcome here. If you rightly identify a problem, the odds are you will be told you are the only one having the problem and to stop making excuses.
- The turnover rate here is 50%. Zoll is proud of this. They think they are weeding out weak reps. (Even those that have had tremendous success whose goals are simply raised to high to reach.)

As you can see, it doesn't matter who the manager is. The dysfunction is everywhere.
Click to expand...

unfortunately this is extremely accurate.
 












anonymous said:
I am not from that area and therefore not familiar with the manager. However, the list of things that are wrong with this company are so long, it doesn't matter who the manager is. Here is a short list

- Quotas are raised every 2 weeks. So you will live or die in 2 week segments. Insurance payments are monthly, or even longer, so this makes no sense.
- The growth rate is the same for every territory, whether you have 10 hospitals or 1. It never changes, no matter how small they shrink your territory.
- If you manage to survive that and maybe even exceed your growth expectation, the quota is raised at the end of the year to close the gap so you start at 0. This is why there are very few reps here after 2 years. How ever well you do, they just raise your quota to that point so you can't continue to do well.
- Quotas are not in stone. Increases are made to quotas if insurance payments end up being less than they think, if a patient's insurance terminates mid-way through, if they make a mistake, etc. EVERY single segment is affected by this. Sometimes by a 5% increase sometimes by 40%. They don't care if it causes you to miss goal. They will just tell you that you should have sold more to cover the increases.
- You get no commission credit for patients whose insurance doesn't pay, who have no insurance at all, whose insurance plan doesn't cover the LifeVest, whose coverage for medical equipment is $0 or very limited. In summary, you will get paid on half to 2/3 of what you sell.
- Your business will depend greatly on your clinical team. This team is not valued or respected by Zoll. They are considered dispensable, replaceable, and are not treated well. They turnover quickly and you are constantly having to recruit and train new ones.
- The management of this company is practically inbred. Outside talent is not welcomed. Anyone new that comes in, leaves quickly. 3 VPs have been lost in the last year, all from outside the company. This company operates in a manner that is very outside industry norms.
- Different opinions are not welcome here. If you rightly identify a problem, the odds are you will be told you are the only one having the problem and to stop making excuses.
- The turnover rate here is 50%. Zoll is proud of this. They think they are weeding out weak reps. (Even those that have had tremendous success whose goals are simply raised to high to reach.)

As you can see, it doesn't matter who the manager is. The dysfunction is everywhere.
Click to expand...


THIS IS 100% TRUE. SO SAD. ANYONE WHO TAKES A JOB HERE AFTER READING ALL THESE THREADS IS NUTS.
 






anonymous said:
I am not from that area and therefore not familiar with the manager. However, the list of things that are wrong with this company are so long, it doesn't matter who the manager is. Here is a short list

- Quotas are raised every 2 weeks. So you will live or die in 2 week segments. Insurance payments are monthly, or even longer, so this makes no sense.
- The growth rate is the same for every territory, whether you have 10 hospitals or 1. It never changes, no matter how small they shrink your territory.
- If you manage to survive that and maybe even exceed your growth expectation, the quota is raised at the end of the year to close the gap so you start at 0. This is why there are very few reps here after 2 years. How ever well you do, they just raise your quota to that point so you can't continue to do well.
- Quotas are not in stone. Increases are made to quotas if insurance payments end up being less than they think, if a patient's insurance terminates mid-way through, if they make a mistake, etc. EVERY single segment is affected by this. Sometimes by a 5% increase sometimes by 40%. They don't care if it causes you to miss goal. They will just tell you that you should have sold more to cover the increases.
- You get no commission credit for patients whose insurance doesn't pay, who have no insurance at all, whose insurance plan doesn't cover the LifeVest, whose coverage for medical equipment is $0 or very limited. In summary, you will get paid on half to 2/3 of what you sell.
- Your business will depend greatly on your clinical team. This team is not valued or respected by Zoll. They are considered dispensable, replaceable, and are not treated well. They turnover quickly and you are constantly having to recruit and train new ones.
- The management of this company is practically inbred. Outside talent is not welcomed. Anyone new that comes in, leaves quickly. 3 VPs have been lost in the last year, all from outside the company. This company operates in a manner that is very outside industry norms.
- Different opinions are not welcome here. If you rightly identify a problem, the odds are you will be told you are the only one having the problem and to stop making excuses.
- The turnover rate here is 50%. Zoll is proud of this. They think they are weeding out weak reps. (Even those that have had tremendous success whose goals are simply raised to high to reach.)

As you can see, it doesn't matter who the manager is. The dysfunction is everywhere.
Click to expand...




Very accurate! While you're trying to get in, many are trying to get out.
 






























should have been fired a long time ago. Many good people who developed great relationships and pushed a lot of product left because of his incompetence. Poor leader who lost confidence of reps. Nothing worse if your a supposed leader.
 






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