Sinking ship

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I left a while ago upper management clueless and my district manager was a typical Pharma manager woh was just kissing up to his boss and did not support reps
Tudorza archaic drug and we were supposed to grow it -it did not even have 1% marketshare Niox was a support tool not a diagnostic-not accurate and may times too late as patients already having issues by the time they were tested
 












anonymous said:
People continue to leave and no territories seem to be filled????? Probably not a great strategy.
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So even the rental car and cell-phone salespeople they hired a year ago are bailing? That’s funny! Guess they realized how shitty pharma can be when your product is a has-been and the managers are has-beens as well.
 










































Nah Tom didnt the nail was in the coffin well before that. I mean re launch a lama in a lama/laba market with severe formulary issues. Then try and launch a 5th to market lama/ laba years late with no coverage but a flawed pharmacy program. Oh and with reps that had no launch experienxe, no relationships. I might add that many of these reps had called bs on things shortly after arrival due to 50 k at plan bonus turning into $20 a rx, which worked out to maybe $2K a quarter. My guesstimate most reps gave up and called on 5-10 offices while job searching.
 






You just described my 2019 at Circassia. This place was a joke.

anonymous said:
Nah Tom didnt the nail was in the coffin well before that. I mean re launch a lama in a lama/laba market with severe formulary issues. Then try and launch a 5th to market lama/ laba years late with no coverage but a flawed pharmacy program. Oh and with reps that had no launch experienxe, no relationships. I might add that many of these reps had called bs on things shortly after arrival due to 50 k at plan bonus turning into $20 a rx, which worked out to maybe $2K a quarter. My guesstimate most reps gave up and called on 5-10 offices while job searching.
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When you bring in folks from big pharma they bring with them the failed concepts of big pharma. GSK gets away with a 1972 sales model because they have tons of cash and products. Small companies don’t have that luxury and the model fails.
Be leader and do something different.
Oh and I had a long conversation with Tom when he initially came aboard, he was the wrong hire.
 






It was pretty obvious from the beginning that Tom S was not going to be a good fit. The company culture changed overnight. We went from true territory managers to the god forsaken reach and frequency model.
 






anonymous said:
It was pretty obvious from the beginning that Tom S was not going to be a good fit. The company culture changed overnight. We went from true territory managers to the god forsaken reach and frequency model.
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Tom was clearly a horrible fit. Who motivates their salesforce with a longwinded speech about how our growth willl be that of a bamboo tree...long and slower over five years?! WRONG MESSAGE.
 


















anonymous said:
Tom was clearly a horrible fit. Who motivates their salesforce with a longwinded speech about how our growth willl be that of a bamboo tree...long and slower over five years?! WRONG MESSAGE.
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He’s a washed-up has-been that wasn’t good enough to stay with GSK, so of course Citcassia should hire him cause he has all the inside tips and tricks on how to succeed. Except those “tips and tricks” are coverage and competitive advantage. So let’s do super duper targets and micromanaging tracking. Better sample too because God knows we don’t want any actual scripts written, just load up the offices. He was completely worthless at GSK and he carried that skill set with him to Circassia. And shave that pathetic moustache, ya fat bastard.
 






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