Karyopharm - oncology

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anonymous said:
We put a billion in
They took a billion out
We put the next CEO in
And he leveraged it all about
He made is all go brokey
And there is no turnaround
That’s what it’s all about
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Please tell me one thing this CEO accomplished since he was hired. 3 percent rev growth……that is good? Please, can someone tell me one thing he did. Did he get to a readout?? Did he bring new drug into clinic?? Did he establish a business alliance with partner?? Did he strengthen company financially????? What the fuck did this guy do. Please tell me one fuckin thing.
 






anonymous said:
Please tell me one thing this CEO accomplished since he was hired. 3 percent rev growth……that is good? Please, can someone tell me one thing he did. Did he get to a readout?? Did he bring new drug into clinic?? Did he establish a business alliance with partner?? Did he strengthen company financially????? What the fuck did this guy do. Please tell me one fuckin thing.
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I agree. But he also inherited some trash.

The thing that bugs me is that this company had three high level people with CMO qualifications and still botched Siendo1. MK, SS, and JS were all CMOs at various times for various companies and collectively botched Siendo1.

I think there was potentially a major rug pull when they ousted the founders. Paid them million+ out the door and then they could sell shares.
 










































anonymous said:
I agree. But he also inherited some trash.

The thing that bugs me is that this company had three high level people with CMO qualifications and still botched Siendo1. MK, SS, and JS were all CMOs at various times for various companies and collectively botched Siendo1.

I think there was potentially a major rug pull when they ousted the founders. Paid them million+ out the door and then they could sell shares.
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Inherited trash?
How so? Study accrual? R’s watch. Misleading accrual pace? R’s watch. Flat revenue? R’s watch. Massive turnover? R’s watch. Declining culture? R’s watch. Share price decline? R’s watch.

Shall I go on, or do you get the gist?
 






anonymous said:
Inherited trash?
How so? Study accrual? R’s watch. Misleading accrual pace? R’s watch. Flat revenue? R’s watch. Massive turnover? R’s watch. Declining culture? R’s watch. Share price decline? R’s watch.

Shall I go on, or do you get the gist?
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RP has his own trash but are you claiming MK didn’t? For real? MK designed the structure of the firm.
 






anonymous said:
RP has his own trash but are you claiming MK didn’t? For real? MK designed the structure of the firm.
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'Structure of the firm'? The structure was the same as every other oncology biotech. The 'structure of the firm' was not and is not the issue. MK is a scientist, not uncommon to move founding member scientists out once the commercialization phase starts. Sure, perhaps the BOD let MK hang around for a little longer than they should, but take no mistake, choosing R, an unproven, never before CEO, to usher KPTI through its commercial phase was a tragic mistake. Blame the BOD first, and blame R second for not delivering and taking advantage of this unearned opportunity.

It is pretty simple:
1. Was R the best choice for this job? Absolutely not
2. Would KPTI be in the same predicament no matter the CEO is? Absolutely not

There are tenured CEO's who entire focus is on 'turnarounds'. It's what they do. RP has never been anything bigger that a Country Head at large well established, multinational organizations - figurehead jobs. He literally has no track record of being a CEO. That is NOT who you bring in to right the ship. So again that is on the board.

What IS on R, is that he has proven time and time again that when given an incredible opportunity to prove the doubters wrong he fails miserably. There is not one notable victory he can point to and say, 'that was me...I did that'. Not one thing. He has, without any doubts whatsoever, proved he is not a CEO.
 






anonymous said:
'Structure of the firm'? The structure was the same as every other oncology biotech. The 'structure of the firm' was not and is not the issue. MK is a scientist, not uncommon to move founding member scientists out once the commercialization phase starts. Sure, perhaps the BOD let MK hang around for a little longer than they should, but take no mistake, choosing R, an unproven, never before CEO, to usher KPTI through its commercial phase was a tragic mistake. Blame the BOD first, and blame R second for not delivering and taking advantage of this unearned opportunity.

It is pretty simple:
1. Was R the best choice for this job? Absolutely not
2. Would KPTI be in the same predicament no matter the CEO is? Absolutely not

There are tenured CEO's who entire focus is on 'turnarounds'. It's what they do. RP has never been anything bigger that a Country Head at large well established, multinational organizations - figurehead jobs. He literally has no track record of being a CEO. That is NOT who you bring in to right the ship. So again that is on the board.

What IS on R, is that he has proven time and time again that when given an incredible opportunity to prove the doubters wrong he fails miserably. There is not one notable victory he can point to and say, 'that was me...I did that'. Not one thing. He has, without any doubts whatsoever, proved he is not a CEO.
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400 people at a company with no progression in sales is not a reliable structure for a firm. That is what MK built. Their go-it-alone approach through commercialization has seen many a biotech company founder.

Both founders and the CMO should have designed a better Siendo 1 study. They didn’t and then thought they’d get FDA approval with subgroup results.

Look at the NOL carryforwards year by year. and tell me it was only RP that was to blame. They have been diluting and burning shareholder cash since 2011.
 






anonymous said:
400 people at a company with no progression in sales is not a reliable structure for a firm. That is what MK built. Their go-it-alone approach through commercialization has seen many a biotech company founder.

Both founders and the CMO should have designed a better Siendo 1 study. They didn’t and then thought they’d get FDA approval with subgroup results.

Look at the NOL carryforwards year by year. and tell me it was only RP that was to blame. They have been diluting and burning shareholder cash since 2011.
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What are you talking about? This must be a junior PR person from the cut rate Argot firm to type something that stupid. "400 people at a company..."??? It is the same corporate model that EVERYONE uses! Tell me you know noting about this industry, without telling me know nothing about this industry. No way you work at KPTI.

Who is saying RP is to blame for everything? What is being said, for the reading comprehension impaired, is R has done absolutely nothing too fix any of the challenges he inherited and he failed miserably by creating many of problems KPTI is currently facing. NOL...gee that seems like the one thing the CEO and a good CFO should have addressed day one don't ya think?

Let's use your logic...KPTI was a mess prior to RP getting here...

First, do you think a vastly unqualified first time CEO was the answer? Second, and my apologies for being redundant, but name one tangible and meaningful thing he has done to address any of the major problems?

That is the job of the CEO...ID and fix the problems, increase shareholder value...he as done neither. Quite the opposite as a matter of fact.
 






anonymous said:
What are you talking about? This must be a junior PR person from the cut rate Argot firm to type something that stupid. "400 people at a company..."??? It is the same corporate model that EVERYONE uses! Tell me you know noting about this industry, without telling me know nothing about this industry. No way you work at KPTI.

Who is saying RP is to blame for everything? What is being said, for the reading comprehension impaired, is R has done absolutely nothing too fix any of the challenges he inherited and he failed miserably by creating many of problems KPTI is currently facing. NOL...gee that seems like the one thing the CEO and a good CFO should have addressed day one don't ya think?

Let's use your logic...KPTI was a mess prior to RP getting here...

First, do you think a vastly unqualified first time CEO was the answer? Second, and my apologies for being redundant, but name one tangible and meaningful thing he has done to address any of the major problems?

That is the job of the CEO...ID and fix the problems, increase shareholder value...he as done neither. Quite the opposite as a matter of fact.
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“I agree. But he also inherited some trash.”

You don’t even read what wrote initially. You just fly off the rails that RP is completely to blame. I just said he inherited some trash. I never said he doesn’t have trash of his own.

“The same corporate model that everyone uses.” That is the dumbest thing I’ve ever heard in 20 years of business. I’m embarrassed for you to have even written that.

I never said RP was the right person for the job. I never said he has done anything productive for the company.

400 people was obviously too much, evidenced by the 20% workforce cut, which probably should have been more.

Did you not notice that this company has destroyed
 






anonymous said:
“I agree. But he also inherited some trash.”

You don’t even read what wrote initially. You just fly off the rails that RP is completely to blame. I just said he inherited some trash. I never said he doesn’t have trash of his own.

“The same corporate model that everyone uses.” That is the dumbest thing I’ve ever heard in 20 years of business. I’m embarrassed for you to have even written that.

I never said RP was the right person for the job. I never said he has done anything productive for the company.

400 people was obviously too much, evidenced by the 20% workforce cut, which probably should have been more.

Did you not notice that this company has destroyed
Click to expand...
So why the vigorous defense of RP? Gee I bet we all guess why.

Only 20 years? So you are new to this. Thanks. That’s all I needed to read. Your moronic comments make complete sense now.

Please, suggest a different model currently being used that KPTI can adopt, as being ‘too big’ is not a ‘model’ issue?

Seriously, have you not taken a business class?

Yeah those 80 people RIF’d were the tipping point. My goodness you are green and clearly do not work here, nor know of what you speak.

“Fly off the rails”? Dramatic much? Merely stating facts.

Clearly you are a RP apologist…tell us more about that.
 






anonymous said:
So why the vigorous defense of RP? Gee I bet we all guess why.

Only 20 years? So you are new to this. Thanks. That’s all I needed to read. Your moronic comments make complete sense now.

Please, suggest a different model currently being used that KPTI can adopt, as being ‘too big’ is not a ‘model’ issue?

Seriously, have you not taken a business class?

Yeah those 80 people RIF’d were the tipping point. My goodness you are green and clearly do not work here, nor know of what you speak.

“Fly off the rails”? Dramatic much? Merely stating facts.

Clearly you are a RP apologist…tell us more about that.
Click to expand...

You don’t work at Karyopharm. Tell me I’m wrong.
 












anonymous said:
So why the vigorous defense of RP? Gee I bet we all guess why.

Only 20 years? So you are new to this. Thanks. That’s all I needed to read. Your moronic comments make complete sense now.

Please, suggest a different model currently being used that KPTI can adopt, as being ‘too big’ is not a ‘model’ issue?

Seriously, have you not taken a business class?

Yeah those 80 people RIF’d were the tipping point. My goodness you are green and clearly do not work here, nor know of what you speak.

“Fly off the rails”? Dramatic much? Merely stating facts.

Clearly you are a RP apologist…tell us more about that.
Click to expand...

You don’t work at this company. Tell me I’m a liar.
 












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