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anonymous said:
Any updates to what the new structure is going to look like?
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It’s gonna look like way too many people tripping over each other. We keep following the stupid big pharma playbook we all ran from five years ago. Giant, overweight leadership team building their little empire so they can keep promoting each other. Stupid is as stupid does.

The definition of insanity is doing the same thing over and over again expecting a different outcome. We’ve all seen this play out before. Over hire, reorg, RIF. We the reps always pay the price in the end while the big shots cash in their huge stock grants.

I honestly don’t care. This might be the opportunity to move to another region and get TF away from my crazy RBM. Either way, I’m rising this one trick pony until she dies.
 






anonymous said:
It’s gonna look like way too many people tripping over each other. We keep following the stupid big pharma playbook we all ran from five years ago. Giant, overweight leadership team building their little empire so they can keep promoting each other. Stupid is as stupid does.

The definition of insanity is doing the same thing over and over again expecting a different outcome. We’ve all seen this play out before. Over hire, reorg, RIF. We the reps always pay the price in the end while the big shots cash in their huge stock grants.

I honestly don’t care. This might be the opportunity to move to another region and get TF away from my crazy RBM. Either way, I’m rising this one trick pony until she dies.
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They're "Following the stupid big pharma playbook" because every blockbuster of the last 20 years was produced using the "stupid big pharma playbook"

This is the industry, and it's been like this for a long time.
 






anonymous said:
They're "Following the stupid big pharma playbook" because every blockbuster of the last 20 years was produced using the "stupid big pharma playbook"

This is the industry, and it's been like this for a long time.
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Mega blockbusters like Zantac and Pravachol were multibillion success stories and they each cost about $40 a month cash. Blockbusters today cost thousands per month. More revenue but fewer prescriptions written. The model is broken. Massive headcount and antiquated reach and frequency models are bullshit.

We are running out of places to go. Access sucks and it’s only getting worse. Most reps here see maybe three providers face to face each day. All the other calls are faked. This is the industry. It’s been like this for a long time.
 






anonymous said:
Massive headcount and antiquated reach and frequency models are bullshit.
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And yet this is the "stupid big pharma playbook" that literally every big pharma company uses. This is why you have a job.

Make your calls and meet your metrics and go home and repeat until the next layoff down the road. Or leave this job early for another job that's just as bad and worry about the same shit you are worrying about now. Either way you're always going to be a slave to the big pharma playbook.
 






anonymous said:
And yet this is the "stupid big pharma playbook" that literally every big pharma company uses. This is why you have a job.

Make your calls and meet your metrics and go home and repeat until the next layoff down the road. Or leave this job early for another job that's just as bad and worry about the same shit you are worrying about now. Either way you're always going to be a slave to the big pharma playbook.
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If the Big Pharma playbook didn’t work, big pharma wouldn’t do it.

It’s a simple equation. Hire a large sales force and train them how to sell (product message, fair balance, managed care). Then arm them with a iPad, car, samples and the right targets.

From there, watch sales grow and if there are areas where there is a lag, implement performance improvement plans.

Once the product has reached and exceeded its life cycle, either transfer reps to next portfolio product or lay them off.

Wash, rinse, repeat.
 






All you newbie NSS and managers are five years too late on this one. The product is good but leadership sucks hard. Training is a joke and Sales Operations hasn’t delivered an accurate report in nearly two years. We just got bought so those of you who left good jobs for this shit show will be the first to get kicked to the curb. The promise of a big stock payout is done. Originals got paid. You won’t. ITCI is now just another pharma paycheck. As someone else said, lather, rinse, repeat and move on to the next opportunity.
 






anonymous said:
All you newbie NSS and managers are five years too late on this one. The product is good but leadership sucks hard. Training is a joke and Sales Operations hasn’t delivered an accurate report in nearly two years. We just got bought so those of you who left good jobs for this shit show will be the first to get kicked to the curb. The promise of a big stock payout is done. Originals got paid. You won’t. ITCI is now just another pharma paycheck. As someone else said, lather, rinse, repeat and move on to the next opportunity.
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I have to agree with this sentiment. The NSS and NSSO teams along with their management will be gone soon. May keep the PCP team but not sure J&J needs more managers (RBM/ASD). A company the size of J&J has the resources and logistical know-how to promote multiple indications at once and not increase overhead.

Once the reviews are completed in March to determine increases with the bonus payouts, everyone who does not have fully vested shares will be waiting until the blackout period for the remaining shares is lifted so they can leave.

After that, the only thing keeping people at ITCI with no motivation to work will be a steady paycheck and a severance package at the end of the road.

Don't be the last one out the door unless you are getting a very large severance package. Start looking the moment you get your payout.
 






anonymous said:
I have to agree with this sentiment. The NSS and NSSO teams along with their management will be gone soon. May keep the PCP team but not sure J&J needs more managers (RBM/ASD). A company the size of J&J has the resources and logistical know-how to promote multiple indications at once and not increase overhead.

Once the reviews are completed in March to determine increases with the bonus payouts, everyone who does not have fully vested shares will be waiting until the blackout period for the remaining shares is lifted so they can leave.

After that, the only thing keeping people at ITCI with no motivation to work will be a steady paycheck and a severance package at the end of the road.

Don't be the last one out the door unless you are getting a very large severance package. Start looking the moment you get your payout.
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So many are just hanging on for the payout. Those retained will leave within months as soon as that check clears. If you are waiting for a severance, don’t. ITCI won’t be giving severance beyond two weeks for every year of service. If you need to work, start looking now so you have something lined up when they cut the check.
 






anonymous said:
I have to agree with this sentiment. The NSS and NSSO teams along with their management will be gone soon. May keep the PCP team but not sure J&J needs more managers (RBM/ASD). A company the size of J&J has the resources and logistical know-how to promote multiple indications at once and not increase overhead.

Once the reviews are completed in March to determine increases with the bonus payouts, everyone who does not have fully vested shares will be waiting until the blackout period for the remaining shares is lifted so they can leave.

After that, the only thing keeping people at ITCI with no motivation to work will be a steady paycheck and a severance package at the end of the road.

Don't be the last one out the door unless you are getting a very large severance package. Start looking the moment you get your payout.
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I worked at JnJ years ago. Every sales team carried multiple products in their therapeutic area. When I worked at Merck, I carried three brands. Most pharma reps carry multiple products in their bag. They don’t need a team for every product. Read the tea leaves here. Line up a new job before this deal closes.
 






anonymous said:
I worked at JnJ years ago. Every sales team carried multiple products in their therapeutic area. When I worked at Merck, I carried three brands. Most pharma reps carry multiple products in their bag. They don’t need a team for every product. Read the tea leaves here. Line up a new job before this deal closes.
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I carried FIVE products across three specialties at my last job. We are not so valuable they won’t cut us once the deal is done. All the metrics we put up are garbage too.
 






anonymous said:
I carried FIVE products across three specialties at my last job. We are not so valuable they won’t cut us once the deal is done. All the metrics we put up are garbage too.
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Just make one more call per day. And don’t forget to complete your weekly closing journal! J&J will see your commitment and realize how valuable you are to the global organization.
 






Jamie Hedges gets to go back to his illustrious roots where all of his abusive behavior started. J&J will send his sorry ass packing again. It’s a good day my friends.
 












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