Is Hologic a good place to work?

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Don’t come here. Save yourself.

The current leadership approach is undermining both employee morale and customer relationships. It’s a toxic place to be. Leadership and the field should work in tandem with mutual respect. Instead we have leadership choking the field and penalizing them. Employees were being subjected to relentless pressure to secure orders, only to have leadership backtrack on decisions and hold them personally accountable for following directives. This has created a culture of inconsistency and mistrust. Additionally, there seems to be a lack of basic understanding regarding the natural complexities of customer relationships, including delays and last-minute changes. Considering the patience and flexibility many of our customers have shown us during our own operational challenges in recent years, this approach is not only shortsighted but detrimental to our long-term partnerships. Customers are furious with Hologic’s demanding approach- “take it now or price goes up”.

Employee treatment has reached an alarming low. Leadership seems to underestimate the expertise and effort required to manage territories of this size and complexity. There’s an assumption that anyone can do this job, but when top performers inevitably leave which they already have started to, the full impact of this misjudgment will become apparent. Competitors are already gaining traction, and market share is declining at an unsustainable pace. Despite this, the current strategy—assigning junior representatives to cover expansive territories without a clear plan—is the opposite of what’s needed to drive sustainable business growth. These guys want us to focus on spring loaded core accounts worth Pennie’s a year while Siemens and GE are working to take our gantry business daily. Makes zero sense.

Leadership’s fixation on cost-cutting, including salary comparisons to unrelated competitive company roles, shows a troubling lack of awareness. Our roles demand managing multi million dollar territories, cultivating critical customer relationships, and addressing complex daily challenges that go unseen by decision-makers focused solely on spreadsheets. This disconnect between leadership and the reality of field operations is demoralizing and counterproductive. We are here busting our ass while a spreadsheet guy cancels orders, takes back commissions all while we are out battling. All because they can’t forecast for the life of them nor took the time to listen to a screaming market. Pointing to the legitimacy of our backlog is the excuse they give for their forecast inaccuracies to Essex and Steve. They never own it by taking responsibility for being clueless, blind and narrow-minded. Speaking of forecasting- how did listening to the incentive guy work out last year? So why in the world would we listen to one thing he or anyone on that team says or projects? It’s bat shit crazy. You can’t solve a problem with the same mind that created it. And instead of owning shit like they make reps do, they do more of the same and tell everyone how shitty we are.

To rebuild trust and drive success, the company needs leaders with proven expertise in this industry and a genuine understanding of the challenges we face. Bringing back experienced leaders who demonstrated effective leadership and a deep understanding of the business would be a significant step forward. Even past leaders like Jen Meade, who cared about and understood the intricacies of the business, would offer a far more strategic approach than what we’re seeing today. Keith, Valenti, Andrulis, would be a god send about now.

Without immediate changes in leadership direction, we risk further erosion of morale, customer confidence, and market position. The company must prioritize strategic vision, employee engagement, and a recommitment to being a trusted partner to our customers if it hopes to recover and thrive. We will have less than 65% 3D market share in the next 10 years if this continues.
 






anonymous said:
Don’t come here. Save yourself.

The current leadership approach is undermining both employee morale and customer relationships. It’s a toxic place to be. Leadership and the field should work in tandem with mutual respect. Instead we have leadership choking the field and penalizing them. Employees were being subjected to relentless pressure to secure orders, only to have leadership backtrack on decisions and hold them personally accountable for following directives. This has created a culture of inconsistency and mistrust. Additionally, there seems to be a lack of basic understanding regarding the natural complexities of customer relationships, including delays and last-minute changes. Considering the patience and flexibility many of our customers have shown us during our own operational challenges in recent years, this approach is not only shortsighted but detrimental to our long-term partnerships. Customers are furious with Hologic’s demanding approach- “take it now or price goes up”.

Employee treatment has reached an alarming low. Leadership seems to underestimate the expertise and effort required to manage territories of this size and complexity. There’s an assumption that anyone can do this job, but when top performers inevitably leave which they already have started to, the full impact of this misjudgment will become apparent. Competitors are already gaining traction, and market share is declining at an unsustainable pace. Despite this, the current strategy—assigning junior representatives to cover expansive territories without a clear plan—is the opposite of what’s needed to drive sustainable business growth. These guys want us to focus on spring loaded core accounts worth Pennie’s a year while Siemens and GE are working to take our gantry business daily. Makes zero sense.

Leadership’s fixation on cost-cutting, including salary comparisons to unrelated competitive company roles, shows a troubling lack of awareness. Our roles demand managing multi million dollar territories, cultivating critical customer relationships, and addressing complex daily challenges that go unseen by decision-makers focused solely on spreadsheets. This disconnect between leadership and the reality of field operations is demoralizing and counterproductive. We are here busting our ass while a spreadsheet guy cancels orders, takes back commissions all while we are out battling. All because they can’t forecast for the life of them nor took the time to listen to a screaming market. Pointing to the legitimacy of our backlog is the excuse they give for their forecast inaccuracies to Essex and Steve. They never own it by taking responsibility for being clueless, blind and narrow-minded. Speaking of forecasting- how did listening to the incentive guy work out last year? So why in the world would we listen to one thing he or anyone on that team says or projects? It’s bat shit crazy. You can’t solve a problem with the same mind that created it. And instead of owning shit like they make reps do, they do more of the same and tell everyone how shitty we are.

To rebuild trust and drive success, the company needs leaders with proven expertise in this industry and a genuine understanding of the challenges we face. Bringing back experienced leaders who demonstrated effective leadership and a deep understanding of the business would be a significant step forward. Even past leaders like Jen Meade, who cared about and understood the intricacies of the business, would offer a far more strategic approach than what we’re seeing today. Keith, Valenti, Andrulis, would be a god send about now.

Without immediate changes in leadership direction, we risk further erosion of morale, customer confidence, and market position. The company must prioritize strategic vision, employee engagement, and a recommitment to being a trusted partner to our customers if it hopes to recover and thrive. We will have less than 65% 3D market share in the next 10 years if this continues.
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Mic drop
 






anonymous said:
Don’t come here. Save yourself.

The current leadership approach is undermining both employee morale and customer relationships. It’s a toxic place to be. Leadership and the field should work in tandem with mutual respect. Instead we have leadership choking the field and penalizing them. Employees were being subjected to relentless pressure to secure orders, only to have leadership backtrack on decisions and hold them personally accountable for following directives. This has created a culture of inconsistency and mistrust. Additionally, there seems to be a lack of basic understanding regarding the natural complexities of customer relationships, including delays and last-minute changes. Considering the patience and flexibility many of our customers have shown us during our own operational challenges in recent years, this approach is not only shortsighted but detrimental to our long-term partnerships. Customers are furious with Hologic’s demanding approach- “take it now or price goes up”.

Employee treatment has reached an alarming low. Leadership seems to underestimate the expertise and effort required to manage territories of this size and complexity. There’s an assumption that anyone can do this job, but when top performers inevitably leave which they already have started to, the full impact of this misjudgment will become apparent. Competitors are already gaining traction, and market share is declining at an unsustainable pace. Despite this, the current strategy—assigning junior representatives to cover expansive territories without a clear plan—is the opposite of what’s needed to drive sustainable business growth. These guys want us to focus on spring loaded core accounts worth Pennie’s a year while Siemens and GE are working to take our gantry business daily. Makes zero sense.

Leadership’s fixation on cost-cutting, including salary comparisons to unrelated competitive company roles, shows a troubling lack of awareness. Our roles demand managing multi million dollar territories, cultivating critical customer relationships, and addressing complex daily challenges that go unseen by decision-makers focused solely on spreadsheets. This disconnect between leadership and the reality of field operations is demoralizing and counterproductive. We are here busting our ass while a spreadsheet guy cancels orders, takes back commissions all while we are out battling. All because they can’t forecast for the life of them nor took the time to listen to a screaming market. Pointing to the legitimacy of our backlog is the excuse they give for their forecast inaccuracies to Essex and Steve. They never own it by taking responsibility for being clueless, blind and narrow-minded. Speaking of forecasting- how did listening to the incentive guy work out last year? So why in the world would we listen to one thing he or anyone on that team says or projects? It’s bat shit crazy. You can’t solve a problem with the same mind that created it. And instead of owning shit like they make reps do, they do more of the same and tell everyone how shitty we are.

To rebuild trust and drive success, the company needs leaders with proven expertise in this industry and a genuine understanding of the challenges we face. Bringing back experienced leaders who demonstrated effective leadership and a deep understanding of the business would be a significant step forward. Even past leaders like Jen Meade, who cared about and understood the intricacies of the business, would offer a far more strategic approach than what we’re seeing today. Keith, Valenti, Andrulis, would be a god send about now.

Without immediate changes in leadership direction, we risk further erosion of morale, customer confidence, and market position. The company must prioritize strategic vision, employee engagement, and a recommitment to being a trusted partner to our customers if it hopes to recover and thrive. We will have less than 65% 3D market share in the next 10 years if this continues.
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Can’t leave out my favorite part- when leadership wanted every region to ask their customers for an extra $250k per region at the end of Q1. Seriously living in a twilight zone.
 






anonymous said:
Can’t leave out my favorite part- when leadership wanted every region to ask their customers for an extra $250k per region at the end of Q1. Seriously living in a twilight zone.
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AND during Christmas week too.

It’s bad enough that this company is holding our money hostage during the holidays, and then they have the gall to ask us to call in favors to help the company.

It’s sad to see this company so desperate. Even customers see it. That $250k could have easily happened if we had the right leadership in place, kept many of the great sales reps that have left, and not have greedy folks holding our money hostage.
 






There has never been a worse time to join this company. This is the only place where managers are glorified for doing nothing and encouraged to tear down their teams.

The elephant in the room: managers get paid from dollar one, while we are told to grow the very business we built.
Their bonuses stay untouched, while ours are gutted. We are the ones driving results, fighting for this company every day, yet they collect gantry spiffs and have the audacity to mock us as babies for speaking out against comp changes that don’t touch them.

I have been in the room with these managers and it’s like watching dinosaurs try to decipher modern language. They are re so disconnected from reality it is not just embarrassing; but it’s dangerous for the business.

Leadership including regional leaders and ABDs should be the ones building culture and leading by example. Instead, they turned the blame on reps for the mess they created. Every action has a reaction.

If you are wondering who this company pays to manage you , here’s the profile:
-Willing to be a puppet
-Willing to never speak up when things internally are horrendously wrong and unacceptable.
-Can’t help drive business strategy
-Can’ forecast
-Can’t build or maintain culture
-Can’t connect with their teams
-Can’t speak to our products
-Can’t develop younger reps (AEs do this for free)

Sound appealing? Then, sure this is the place for you. If you’re also into doing 30 different jobs a day while being paid less than ever before that’s another sign this is a good place for you. We are customer service reps, brand marketing defenders, quality defenders, accounts receivable, accounts payable, customer service, service customer service, trainers, consultants, complaint takers, troubleshooters, apologists, punching bags, managers, strategists, knowledge banks, mentors, quality control, etc. Did I mention punching bags?

If you’re a high performing professional who is used to running tens of millions of dollars of business and doesn’t care about major monthly comp changes that impact your family because we now have bingo rewards, this place is definitely for you.

To leadership: It’s time to face the truth. The technology hasn’t changed. The brand story hasn’t changed. The mission hasn’t changed. Most sellers who built this business are still here. The only thing that has changed is the people in leadership, new hires, your promotions, bad decisions, god awful ideas and unrealistic expectations. Expectations are so whacky it’s equivalent to taking a space shuttle to Mars to look for your lost neighborhood cat.

Poor leadership and terrible hires has poisoned this division, destroyed morale, and killed what made this a great place to work. It’s inexcusable. Instead of protecting and nurturing culture, you tried to protect your ass by belittling and hiring people to belittle the people who made this company dominant. And when reps weren’t responding to terrible shit decisions you went deeper and harder by messing with their livelihood.

The next time you gather in your rooms, poring over spreadsheets and H1 metrics, ask yourselves this:

Was the culture this toxic back when we were winning?

Did people actually want to come to work?

Did leadership work with us or against us?

Did leadership take equal accountability for failures, or just point fingers?

Were we one team?

Did we stay together in good times and bad?

You can’t sit there and just tell people they matter and they are important. You have to show it. Actions are louder than words.

This company was once a benchmark for success, a golden place to work. Employees who are engaged and feel respected will always perform. Now, it’s so toxic that headquarters should have hazardous warning labels all over the windows.

You still have people here that can turn this place around but you need to actually listen to them, their customers and this market. Hire consultants for Christ sakes but don’t keep listening to the same people who created this mess.

To fix sales you must focus on people (employees and customers) and not spreadsheets from people that haven’t been in our business or understand what we do.
​
 






anonymous said:
There has never been a worse time to join this company. This is the only place where managers are glorified for doing nothing and encouraged to tear down their teams.

The elephant in the room: managers get paid from dollar one, while we are told to grow the very business we built.
Their bonuses stay untouched, while ours are gutted. We are the ones driving results, fighting for this company every day, yet they collect gantry spiffs and have the audacity to mock us as babies for speaking out against comp changes that don’t touch them.

I have been in the room with these managers and it’s like watching dinosaurs try to decipher modern language. They are re so disconnected from reality it is not just embarrassing; but it’s dangerous for the business.

Leadership including regional leaders and ABDs should be the ones building culture and leading by example. Instead, they turned the blame on reps for the mess they created. Every action has a reaction.

If you are wondering who this company pays to manage you , here’s the profile:
-Willing to be a puppet
-Willing to never speak up when things internally are horrendously wrong and unacceptable.
-Can’t help drive business strategy
-Can’ forecast
-Can’t build or maintain culture
-Can’t connect with their teams
-Can’t speak to our products
-Can’t develop younger reps (AEs do this for free)

Sound appealing? Then, sure this is the place for you. If you’re also into doing 30 different jobs a day while being paid less than ever before that’s another sign this is a good place for you. We are customer service reps, brand marketing defenders, quality defenders, accounts receivable, accounts payable, customer service, service customer service, trainers, consultants, complaint takers, troubleshooters, apologists, punching bags, managers, strategists, knowledge banks, mentors, quality control, etc. Did I mention punching bags?

If you’re a high performing professional who is used to running tens of millions of dollars of business and doesn’t care about major monthly comp changes that impact your family because we now have bingo rewards, this place is definitely for you.

To leadership: It’s time to face the truth. The technology hasn’t changed. The brand story hasn’t changed. The mission hasn’t changed. Most sellers who built this business are still here. The only thing that has changed is the people in leadership, new hires, your promotions, bad decisions, god awful ideas and unrealistic expectations. Expectations are so whacky it’s equivalent to taking a space shuttle to Mars to look for your lost neighborhood cat.

Poor leadership and terrible hires has poisoned this division, destroyed morale, and killed what made this a great place to work. It’s inexcusable. Instead of protecting and nurturing culture, you tried to protect your ass by belittling and hiring people to belittle the people who made this company dominant. And when reps weren’t responding to terrible shit decisions you went deeper and harder by messing with their livelihood.

The next time you gather in your rooms, poring over spreadsheets and H1 metrics, ask yourselves this:

Was the culture this toxic back when we were winning?

Did people actually want to come to work?

Did leadership work with us or against us?

Did leadership take equal accountability for failures, or just point fingers?

Were we one team?

Did we stay together in good times and bad?

You can’t sit there and just tell people they matter and they are important. You have to show it. Actions are louder than words.

This company was once a benchmark for success, a golden place to work. Employees who are engaged and feel respected will always perform. Now, it’s so toxic that headquarters should have hazardous warning labels all over the windows.

You still have people here that can turn this place around but you need to actually listen to them, their customers and this market. Hire consultants for Christ sakes but don’t keep listening to the same people who created this mess.

To fix sales you must focus on people (employees and customers) and not spreadsheets from people that haven’t been in our business or understand what we do.

​
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TLDR. Only thing I got from the 1st 600 words is that you are bitter and need to move on. Hologic will be fine.
 
























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