Organogenesis Mgmt

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Anonymous said:
Who should be worried? I don't want names or anything but I am nervous now.
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who should be worried? kidding right? Lets face it - nothing postive has happened since TG and his munchkins/merckins came here thinking they know the game but actually don't. We had a great company that was growing, customers that loved us and people who enjoyed being here. Now what do you have? Executive Team, time to get your head out of the sand or in some cases out of your ass and bring this company back before further damage is done. Look around if you cannot see it then it is time for you to get out. We have lost some very good people already/ How many more?
 






Anonymous said:
who should be worried? kidding right? Lets face it - nothing postive has happened since TG and his munchkins/merckins came here thinking they know the game but actually don't. We had a great company that was growing, customers that loved us and people who enjoyed being here. Now what do you have? Executive Team, time to get your head out of the sand or in some cases out of your ass and bring this company back before further damage is done. Look around if you cannot see it then it is time for you to get out. We have lost some very good people already/ How many more?
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you are absolutely accurate, it is time to start loosing the bad ones. We understand that GM and GG are now answering to TG. How appropriate.
 










































Dermagraft was first launched in 1999 and was the first product to be approved for DFU's. You could say it is a "tired old product". Look what different and aggressive leadership did for that product? I can remember when leadership said that DG is not competition and we were never able to really take the gloves off because of a screwed up mindset. OI is full of excuses. Bottom line, this new model doesn't work and the cost incurred is causing the company to go in the wrong direction. Thanks GG and GM
 






Anonymous said:
Dermagraft was first launched in 1999 and was the first product to be approved for DFU's. You could say it is a "tired old product". Look what different and aggressive leadership did for that product? I can remember when leadership said that DG is not competition and we were never able to really take the gloves off because of a screwed up mindset. OI is full of excuses. Bottom line, this new model doesn't work and the cost incurred is causing the company to go in the wrong direction. Thanks GG and GM
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Obviously, you have been around to know. I can't agree more with the "excuses". What do you see happening in the next 6 months?
 






I will give you the Dermagraft point. Just remember the STUPID excuse....OI treats mmore patients than ABH, because they do 8 per patient!!
DG did come back on the market with a vengeance and we did have our hands tied and couldn't deal with them. Look at what they did with the VA system. I stand corrected. Not only is it a tired old product, but the management is completely lost. Why do we have these calls set up when nobody listens? If you talk...you are focused on.
 






What will happen in the next six months will be interesting. Due to the increased sales overhead with all these useless DOS's, coupled with the soft sales, it will definitely have an impact on the EBIDTA. The product has nice margins, but don't forget, a lot of money has been thrown into R&D...with no tangible results.

OI has boxed themselves into a corner with the new sales model/leadership. It is doubtful that any significant change will occur any time soon because that would be an admission of completely poor leadership and judgement. Do you see the two corner offices admitting to that? We will just have to hang on and try not to be one of many that will become the ultimate scapegoats in this complete debacle.
 






Anonymous said:
What will happen in the next six months will be interesting. Due to the increased sales overhead with all these useless DOS's, coupled with the soft sales, it will definitely have an impact on the EBIDTA. The product has nice margins, but don't forget, a lot of money has been thrown into R&D...with no tangible results.

OI has boxed themselves into a corner with the new sales model/leadership. It is doubtful that any significant change will occur any time soon because that would be an admission of completely poor leadership and judgement. Do you see the two corner offices admitting to that? We will just have to hang on and try not to be one of many that will become the ultimate scapegoats in this complete debacle.
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You seem like you understand the situation beter than most. Do you anticipate reductions in sales overhead? Head count, expenses, reducing pay in a variety of ways (bene's etc.)?
 






There will come a time when it will be impossible to deny the plan isn't working. However, there will be a lot of smoke and mirrors for a while with the two brothers. In the mean time, I would suspect that we will see a closer scrutiny on expenses and some internal cost cutting measures that we won't be able to see. Inventory reduction, lean operations, etc. This could translate possibly into backorders if it is not carefully executed. All the while, talking heads will tout what a great plan this is....and we must give it time. But everything ultimately comes to an end. The ROI has to be there and unfortunately, with poor training of new reps and mid management that will take over a year to learn the business, time will run out. Would love to be a fly on the wall six months from now in an executive meeting with the owners.
 












Anonymous said:
I hope you will keep your thoughts on line. I have no doubt you are right. Thanks.
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The true problem is not the product eventhough that us what is being said. the problem is the direction of this company. There used to be a purpose of being here and now there isnt. Now the purpose is to mimic ABH which clearly is not working. What happend to this company? In several months we went from the top of the mountain to the base all because of _________. Fill in the blank.
 






Top of the mountain? What are you smoking? ABH has been killing us in sales and doing it for years.....period. You call that the top of the mountain? Get real. Blame whoever you want, but the fact is Apligraf is an old has been and does not excite anybody anymore.....period.
 






Let's not be simple minded folks. The problem is a convergence of events. Yes the product is old and the two indications have been beat to a pulp in the market. But the product is still viable. The problem with the product is lack of additional indications. Where is the EB indication? Were is an indication for chronic wounds? If you are going to be a one trick pony, the only way to keep the product viable is to either add indications or provide the market variations of the product. (i.e: size, packaging etc. ) We have done nothing in 10 years. Where is our touted and expensive R&D department? What has become of all these studies and our partnership with the US Government to come up with a tissue regeneration solution for burn victims? Anybody remember that big announcement a few years ago???

Second, as stated earlier, there is this mindset that comes right from the top, that if you add more headcount (pharma, pharma, pharma) you get exponential growth in sales equal to the growth rate of your smaller team. This has come numerous times out of the mouth of GM. Problem is... that never works if you don't have the infrastructure of training and experienced management to mimic prior success. WE HAVE NEITHER!!!

When a plane goes down, it is never just one thing that goes wrong. It is a series of events that converge at the same time. Remember your seat cushion can be used as a flotation device. Get your ass off of it, and use it. Quit splitting hairs. We are simply in big trouble.
 






viable? without sales to "friendlies" you are dead. how is that truly viable?
get real and get off the management blame game. the product is dying....no matter what the talking heads do, you can't pump new life into a dead or dying fish.
 






Anonymous said:
Let's not be simple minded folks. The problem is a convergence of events. Yes the product is old and the two indications have been beat to a pulp in the market. But the product is still viable. The problem with the product is lack of additional indications. Where is the EB indication? Were is an indication for chronic wounds? If you are going to be a one trick pony, the only way to keep the product viable is to either add indications or provide the market variations of the product. (i.e: size, packaging etc. ) We have done nothing in 10 years. Where is our touted and expensive R&D department? What has become of all these studies and our partnership with the US Government to come up with a tissue regeneration solution for burn victims? Anybody remember that big announcement a few years ago???

Second, as stated earlier, there is this mindset that comes right from the top, that if you add more headcount (pharma, pharma, pharma) you get exponential growth in sales equal to the growth rate of your smaller team. This has come numerous times out of the mouth of GM. Problem is... that never works if you don't have the infrastructure of training and experienced management to mimic prior success. WE HAVE NEITHER!!!

When a plane goes down, it is never just one thing that goes wrong. It is a series of events that converge at the same time. Remember your seat cushion can be used as a flotation device. Get your ass off of it, and use it. Quit splitting hairs. We are simply in big trouble.
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Exactly. Is it to late to reverse the "pharma pharma" activities? That would be good start to turning this Titanic around.
 






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