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Whats going on with Neuro BPS team?

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Anonymous said:
dropping like flies? big expansion happeng at great companies right now- 3 of 41 quit due to Regeneron and Gennentech positions, can't blame them...dont be surprised to see a few more that get poached
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Nice spin, people are miserable and would not be looking if things had not gone the way they did. ......

BSM consulting has destroyed this team, get rid of them and put the focus back on reimbursement not practice management.
 








Consulting is for the cosmetic side. It does not work over here. I haven't had one office adopt the suggestions of the NPS/BPS. The ideas sound great but the reality is that most offices are not going to change the way they do things. We need reimbursement!!! Every other company with a buy and bill product has a reimbursement support team.
 




Anonymous said:
Consulting is for the cosmetic side. It does not work over here. I haven't had one office adopt the suggestions of the NPS/BPS. The ideas sound great but the reality is that most offices are not going to change the way they do things. We need reimbursement!!! Every other company with a buy and bill product has a reimbursement support team.
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It's beyond the ideas, it's the entire delivery and design. Everything done under the almighty "Flow Assessment" . . . . it all comes down to helping the account get access and paid for Botox, let us do that instead of overcomplicating the whole thing because I need to do a flow assessment. Of course nobody has adopted the NPS suggestions, the whole thing is made up! Nobody knows what we're supposed to be doing! Please stop this madness!
 




It's just another example of Neurosciences missing the mark on something. It does not matter because the product sells itself so our "leaders" can justify this Frankenstein creation of a support team. Reimbursement comes up 80% of the time yet its supposed to be pushed into background and put off so we can give flow assent deliveries. I think the consultants get a royalty every-time the phrase "flow assessment" or "patient journey" come up. I can't even take it seriously anymore.
 




It is how Allergan is sabotaging themselves. They know that reimbursement services help the customer so they are walking away from helping their most important asset-customers.
Allergan was bought. What do they care? Brent is running the show now and uncle al is giggling and drinking champagne and toasting to the idiots who bought this overpriced worthless company. There is no more blood to draw from this dead animal. Just bury it.
 




The funny part of it is my accounts have no interest in any of this stuff, they just want help with billing/Prior Auths/staff training, etc. . .. one account said to me, "can't you just do what you've always done with us". My sales reps are confused and still don't understand it. They could care less if I do a flow assessment, they just want me to work with the office staff to make sure they know how to get drug and get it paid for. I have to keep telling my sales reps my job is operational and not reimbursement based, they could care less, I keep getting calls from them for reimbursement support.

I would not hold my breath on anything changing anytime soon, this fluff has been sold and sold hard to upper management and they are not going to go back on it now. I'm just riding it out and playing the game until it all falls apart, which it will.
 




I've come to the conclusion the original NPS team was BSing this entire thing to placate JW. This whole thing is just not practical and I'm trying. It sounds great on the surface but this thing is a a real cluster.
 








Anonymous said:
Dropping like flies from what I hear???? Mine is miserable, what happend to this team?
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I got an email on Linkedin from a recruiter about a job as a "Neuroscience Practice Specialist", I am hoping to see if anybody could give me the real deal about this job before I proceed. On the email the recruiter made it seem like a dream job, however by judging from this thread there is a lot more to it.
What are the main responsibilities, challenges, etc? I appreciate any information.
Thanks!!!
 




Anonymous said:
I got an email on Linkedin from a recruiter about a job as a "Neuroscience Practice Specialist", I am hoping to see if anybody could give me the real deal about this job before I proceed. On the email the recruiter made it seem like a dream job, however by judging from this thread there is a lot more to it.
What are the main responsibilities, challenges, etc? I appreciate any information.
Thanks!!!
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Don't do it. While Allergen was trying to stay independent they consolidated the reimbursement support team and the practice management support team. Basically the practice management team won the political battle so a marketing manager with the guidance of an outside consulting agency runs the team and it's a mess.

They sell it as the "future" of the industry but in reality it's just the product of a bunch of greedy consultants who are making a ton of $$$ of off Allergan.

The product, Botox, is a reimbursement heavy product so there is a big need from customers and sales reps for reimbursement support but with this new setup we are to focus less on that sort of stuff and more on practice management consulting which you will receive zero training on.

So a typical day goes like this. Sales rep asks you to go to an office because the office did not get "paid" for a procedure. You go to the office and they want you to identify the issue and then fix it and put a long term solution in place to avoid these sorts of mistakes. But what you're forced to do is ask the office about 30 questions about how they schedule patients and take phone calls, then set up a day where you watch the doctor inject, then get them all in a room a few weeks later and give and hour power point presentation about what they're doing wrong and how they should fix it all under the idea that its about the patient when in reality it's about the consulting agency selling their BS to Allergen. Most office's have no need for all of this but you're measured sole on the ability to do the above mentioned and NOTHING else with accounts.

The people that where hired to do this just BS the whole thing for the most part. The reimbursement people are confused and baffled by the setup.
 




Anonymous said:
Don't do it. While Allergen was trying to stay independent they consolidated the reimbursement support team and the practice management support team. Basically the practice management team won the political battle so a marketing manager with the guidance of an outside consulting agency runs the team and it's a mess.

They sell it as the "future" of the industry but in reality it's just the product of a bunch of greedy consultants who are making a ton of $$$ of off Allergan.

The product, Botox, is a reimbursement heavy product so there is a big need from customers and sales reps for reimbursement support but with this new setup we are to focus less on that sort of stuff and more on practice management consulting which you will receive zero training on.

So a typical day goes like this. Sales rep asks you to go to an office because the office did not get "paid" for a procedure. You go to the office and they want you to identify the issue and then fix it and put a long term solution in place to avoid these sorts of mistakes. But what you're forced to do is ask the office about 30 questions about how they schedule patients and take phone calls, then set up a day where you watch the doctor inject, then get them all in a room a few weeks later and give and hour power point presentation about what they're doing wrong and how they should fix it all under the idea that its about the patient when in reality it's about the consulting agency selling their BS to Allergen. Most office's have no need for all of this but you're measured sole on the ability to do the above mentioned and NOTHING else with accounts.

The people that where hired to do this just BS the whole thing for the most part. The reimbursement people are confused and baffled by the setup.
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Thank you for providing the details of the job....It certainly sounds like a dead end.
 




Anonymous said:
Don't do it. While Allergen was trying to stay independent they consolidated the reimbursement support team and the practice management support team. Basically the practice management team won the political battle so a marketing manager with the guidance of an outside consulting agency runs the team and it's a mess.

They sell it as the "future" of the industry but in reality it's just the product of a bunch of greedy consultants who are making a ton of $$$ of off Allergan.

The product, Botox, is a reimbursement heavy product so there is a big need from customers and sales reps for reimbursement support but with this new setup we are to focus less on that sort of stuff and more on practice management consulting which you will receive zero training on.

So a typical day goes like this. Sales rep asks you to go to an office because the office did not get "paid" for a procedure. You go to the office and they want you to identify the issue and then fix it and put a long term solution in place to avoid these sorts of mistakes. But what you're forced to do is ask the office about 30 questions about how they schedule patients and take phone calls, then set up a day where you watch the doctor inject, then get them all in a room a few weeks later and give and hour power point presentation about what they're doing wrong and how they should fix it all under the idea that its about the patient when in reality it's about the consulting agency selling their BS to Allergen. Most office's have no need for all of this but you're measured sole on the ability to do the above mentioned and NOTHING else with accounts.

The people that where hired to do this just BS the whole thing for the most part. The reimbursement people are confused and baffled by the setup.
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LOL....This sums the whole thing up perfectly .... ignore your customer/sales reps needs to push a service that a lot of practices don't need or won't allow. Then type up a long success story about what you supposedly accomplished. Perception over reality.
 








Anonymous said:
I wish the new head of sales would read this post. It would give him a very good idea of what is really going on with this team.
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Who MF or JK . . .neither one of them care. They buy into this crap. Our entire senior leadership team is like this BPS disaster, they look and sound great when they talk but are totally full of BS . . . This team is a F#$*king mess, nobody knows what they're supposed to be doing but are afraid to say anything because they don't want to deal with the wrath of JW and BSM consulting.
 




When there is 50% turnover in BPS team in one year, this will open eyes and raise eyebrows to the lack of direction of the BPS. They are getting closer and closer to 50%!
 




Anonymous said:
When there is 50% turnover in BPS team in one year, this will open eyes and raise eyebrows to the lack of direction of the BPS. They are getting closer and closer to 50%!
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What do you mean, there is direction, Flow Assessments! Don't respond to customer needs, wait and strong arm the account into a flow assessment, then finally tell them how to fix there problem during a power point presentation but never really do anything. But since you did a flow assessment and delivery you get credit. Did you miss this weeks clinic call?! It was laid out perfectly! Most accounts are dying to have us hang around their office's while they're injecting, take notes, and ignore their questions. Then come back a few weeks later and review the information over a Power Point and tell them what they're doing wrong, because all healthcare providers now-a-days have a ton of time for that. Most accounts will want 3 to 4 of these in a year so we should be able to do 80 of these each by the end of the year. I mean know what I have to do and thats Fla Fla Fla FlOW ASSESSMENTS!!!!!!!!
 








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