When did Acumed "Jump The Shark"

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Anonymous said:
Ass handed to me. Easy to see reality escapes you.

How about this, SC gone.

I called for it on yet another thread, mirroring JR's and guess what? It happened.
/QUOTE


So what you called it, just like everyone else in other departments called it. Just like people who don't work here called it.

How does that make you valuable to the company
Or u can't say since u don't want to be derailed
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Anonymous said:
Anonymous said:
Ass handed to me. Easy to see reality escapes you.

How about this, SC gone.

I called for it on yet another thread, mirroring JR's and guess what? It happened.
/QUOTE


So what you called it, just like everyone else in other departments called it. Just like people who don't work here called it.

How does that make you valuable to the company
Or u can't say since u don't want to be derailed
Click to expand...


Derailed?
Click to expand...
 




Speaking of derailed- this conversation got derailed.

When did Acumed Jump the Shark?

I think there were many shark jumping- DJ becoming president, AK leaving, RH leaving, BJ and his croonies taking the helm, all of HR leaving at once, engineering getting hacked by poor leadership, great people leaving- I feel like now it's impossible to bounce back.
 




Anonymous said:
Speaking of derailed- this conversation got derailed.

When did Acumed Jump the Shark?

I think there were many shark jumping- DJ becoming president, AK leaving, RH leaving, BJ and his croonies taking the helm, all of HR leaving at once, engineering getting hacked by poor leadership, great people leaving- I feel like now it's impossible to bounce back.
Click to expand...

agreed!

"Let's put on our website how much we care about employees- but maybe no one will notice that we only talk about the work we did before 2013"

for proof
http://www.acumed.net/system/files/Acumed_SR-Report_2012_FINAL.pdf
 




Anonymous said:
Yawn.

It's obvious that you have no clue. How do you know that I already DO what you are requesting? I cannot list my accomplishments here, it would derail my other plans as people like RR, LDL and others read this site. I know this personally.

There are always plans in the works. As a matter of fact, there will be another long time cancer removed from Acumed.
Do you think it is coincidence that in less than a year of having the JR thread being the most popular Acumed thread, that JR was removed?

And those are just the "people" positive changes. I have no desire to list any and all others.

Again, value and worth.
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Great, lets start the fire Rich Rice and Lisa DeLeonardo posts as they are dragging this company down with their lack of originality and business skills. How many more job titles can they give Rich at which he can fail. Strategy, what strategy? Business Development, what business development? Lets go copy everyone else like Greg Broms says, oh, I mean like the surgeons tell us. And speaking of a stumbling idiot, Lisa's last name should be DeTARDo. Honestly, have you seen her stammer and stumble speaking with a surgeon or anyone with a brian for that matter. Dead Weight, both of them!
 




Anonymous said:
Great, lets start the fire Rich Rice and Lisa DeLeonardo posts as they are dragging this company down with their lack of originality and business skills. How many more job titles can they give Rich at which he can fail. Strategy, what strategy? Business Development, what business development? Lets go copy everyone else like Greg Broms says, oh, I mean like the surgeons tell us. And speaking of a stumbling idiot, Lisa's last name should be DeTARDo. Honestly, have you seen her stammer and stumble speaking with a surgeon or anyone with a brian for that matter. Dead Weight, both of them!
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I'm not sure how much damage or good RR is doing. It seems like his groups have cost more money than they've brought in. What accomplishments has he had in the last year? Maybe his golf handicap has dropped?
 












The reason they are failing is threefold.

1. Not being able to retain the right folks.
Acumed went down hill when talent began to leave voluntarily: KA, NW, CM, RP, JZ, just to name a few of the 20+ voluntary folks in the last 2-3 years. It is true that each of them were not perfect and had things to work on...but they had knowledge/talent in specific areas that are not easily replaced. I think the domino effect started when KA went to Biotroniks....right when AL2 was gaining steam. Many of these folks left due to money...some for other reasons. Some were insulted when Acumed made little or exactly zero effort to retain them.

2. Hiring the wrong folks.
You can't hire the majority of your staff on the premise that they don't need any direct experience in the ortho realm. This is especially true for engineering and product management. I know this is done so you can pay them less, but come on, if you expect to compete with synthes/depuy/smith&Nephs of the world then you need to hire like they do as well.

3. Sets on the shelves.
Probably should look back at what got the company to where it is and refine it....not throw it out the window and start over. Acumed got where it was by focusing on the niche. It's tempting to want to expand the product offering into a full service trauma company.....but do you really think you can compete with multi-billion dollar companies? For that to work the pritzker (now tucker) brigade would need to authorize the AFE for REAL, ACTUAL sufficient numbers of sets on the shelves. Distribution trumps innovation. If they can't get it what difference does it make? Launching 20 sets here and 50 sets there is child's play. This business is scaleable. It takes an actual investment to play with the big boys, and anything less is a disservice to the engineers that designed it, the 1099 crew who have to push it and the PM's that market it.
 








Anonymous said:
The reason they are failing is threefold.

1. Not being able to retain the right folks.
Acumed went down hill when talent began to leave voluntarily: KA, NW, CM, RP, JZ, just to name a few of the 20+ voluntary folks in the last 2-3 years. It is true that each of them were not perfect and had things to work on...but they had knowledge/talent in specific areas that are not easily replaced. I think the domino effect started when KA went to Biotroniks....right when AL2 was gaining steam. Many of these folks left due to money...some for other reasons. Some were insulted when Acumed made little or exactly zero effort to retain them.

2. Hiring the wrong folks.
You can't hire the majority of your staff on the premise that they don't need any direct experience in the ortho realm. This is especially true for engineering and product management. I know this is done so you can pay them less, but come on, if you expect to compete with synthes/depuy/smith&Nephs of the world then you need to hire like they do as well.

3. Sets on the shelves.
Probably should look back at what got the company to where it is and refine it....not throw it out the window and start over. Acumed got where it was by focusing on the niche. It's tempting to want to expand the product offering into a full service trauma company.....but do you really think you can compete with multi-billion dollar companies? For that to work the pritzker (now tucker) brigade would need to authorize the AFE for REAL, ACTUAL sufficient numbers of sets on the shelves. Distribution trumps innovation. If they can't get it what difference does it make? Launching 20 sets here and 50 sets there is child's play. This business is scaleable. It takes an actual investment to play with the big boys, and anything less is a disservice to the engineers that designed it, the 1099 crew who have to push it and the PM's that market it.
Click to expand...

I would agree with all of those voluntary departures. However I would add some other departures as well (hard to tell if they were voluntary or not- as the employees were just gone one day)- JD, KA (in addition to the one you mentioned), AK, RH, NV etc.
 




Anonymous said:
The reason they are failing is threefold.

1. Not being able to retain the right folks.
Acumed went down hill when talent began to leave voluntarily: KA, NW, CM, RP, JZ, just to name a few of the 20+ voluntary folks in the last 2-3 years. It is true that each of them were not perfect and had things to work on...but they had knowledge/talent in specific areas that are not easily replaced. I think the domino effect started when KA went to Biotroniks....right when AL2 was gaining steam. Many of these folks left due to money...some for other reasons. Some were insulted when Acumed made little or exactly zero effort to retain them.

2. Hiring the wrong folks.
You can't hire the majority of your staff on the premise that they don't need any direct experience in the ortho realm. This is especially true for engineering and product management. I know this is done so you can pay them less, but come on, if you expect to compete with synthes/depuy/smith&Nephs of the world then you need to hire like they do as well.

3. Sets on the shelves.
Probably should look back at what got the company to where it is and refine it....not throw it out the window and start over. Acumed got where it was by focusing on the niche. It's tempting to want to expand the product offering into a full service trauma company.....but do you really think you can compete with multi-billion dollar companies? For that to work the pritzker (now tucker) brigade would need to authorize the AFE for REAL, ACTUAL sufficient numbers of sets on the shelves. Distribution trumps innovation. If they can't get it what difference does it make? Launching 20 sets here and 50 sets there is child's play. This business is scaleable. It takes an actual investment to play with the big boys, and anything less is a disservice to the engineers that designed it, the 1099 crew who have to push it and the PM's that market it.
Click to expand...

This is one of the best posts I've seen yet about the current situation and what needs to be happening at Acumed. You are obviously in the field, 1099 type, and have a great grasp on what's happening inside. You should be leading the sales side of this organization. You obviously aren't JL.
Has anyone even heard from that guy??
 




Anonymous said:
This is one of the best posts I've seen yet about the current situation and what needs to be happening at Acumed. You are obviously in the field, 1099 type, and have a great grasp on what's happening inside. You should be leading the sales side of this organization. You obviously aren't JL.
Has anyone even heard from that guy??
Click to expand...

Thanks for the props. I'm not in sales, I just consider myself to have a good understanding of the entire dynamic...but I certainly don't know it all.
 




Anonymous said:
I would agree with all of those voluntary departures. However I would add some other departures as well (hard to tell if they were voluntary or not- as the employees were just gone one day)- JD, KA (in addition to the one you mentioned), AK, RH, NV etc.
Click to expand...

I agree though I think the op was referring to how Acumed lost its way product/sales/innovation-wise. I agree that some of the "heart", levity and culture of caring about employees changed when those you mentioned left.
 












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