Who will be next to be canned?

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Anonymous said:
The implosion has begun
Your best employees have left or are in the process of leaving.
You should change your company name to Keystone Cops.
No clients no specimens no employees. The only thing you got left is your click of incompetent wannabees. You guys deserve what comes next.
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SD, JC, and SD, will never leave. They have no where to go.
 






Everyone can find a place to go, even Ruben. Why do people have to leave? They know their end of the business, it is the other end that is messed up. When will they understand that they can not hire a Mgt. team with no experience. This new guy has no idea how a lab works, they need to put TG or JH back in charge.
 
















































Proven track record! They inherited their books of business over many years. No way going to be able to move business from another lab! Plus I'm pretty sure you have to get out of bed to do that!
 






Track Record? They did nothing until they got Sonic money in 08, then they spent,spent spent. The bigger problem is the service reps they do nothing and have nothing.....
As for JK he is like Henny Youngman...take my Sales Team Please. Paid out all that money and he acts like this is the best. NO CLUE!
 






Anonymous said:
Track Record? They did nothing until they got Sonic money in 08, then they spent,spent spent. The bigger problem is the service reps they do nothing and have nothing.....
As for JK he is like Henny Youngman...take my Sales Team Please. Paid out all that money and he acts like this is the best. NO CLUE!
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Ken, take the trash out. Your team is ruining the company with these posts. Figure out who's going to build the business and flush the rest.
 






Anonymous said:
Ken, take the trash out. Your team is ruining the company with these posts. Figure out who's going to build the business and flush the rest.
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"We lost an employee but gained a disciple."

This is a remark from Ken's former colleague at Know Error. We had a chance to evaluate KE and expressed concern about Medicare's increasing scrutiny of lab billings and the consequences of Medicare decisions to deny claims on the company's revenue. The principals assured us that at least for the later investors and themselves, folks would come out whole and suggested we read an end game strategy document they referred to as "Bupkis fur Goyem."

It basically outlined a two prong strategy: sell the company or liquidate. There is not a third alternative.

(a) fire everyone possible, including high productive/high compensated sales
(b) rehire a much smaller workforce with a lower salary expense
(c) stiff vendors, for those that are critical to daily operations, 2x or 3x payables
(d) sign as many distribution agreements as possible. These may not have any merit in terms of revenue, but are designed to appeal to MBA types analyzing the company for purchase-see how many distribution channels we have! MyPap probably falls in this category.
(e) rewrite warranty assurances to reduce forward obligations-this one has subtle legal ramifications
(f) issue fresh stock with special dividend features for the last in first out.

That is just a sampling of a cunning and ultimately destructive document.

If you are an employee, early investor, vendor, good luck and god speed if the disciple has decided to remember his lessons. Only a few have a happy ending.
 






Anonymous said:
"We lost an employee but gained a disciple."

This is a remark from Ken's former colleague at Know Error. We had a chance to evaluate KE and expressed concern about Medicare's increasing scrutiny of lab billings and the consequences of Medicare decisions to deny claims on the company's revenue. The principals assured us that at least for the later investors and themselves, folks would come out whole and suggested we read an end game strategy document they referred to as "Bupkis fur Goyem."

It basically outlined a two prong strategy: sell the company or liquidate. There is not a third alternative.

(a) fire everyone possible, including high productive/high compensated sales
(b) rehire a much smaller workforce with a lower salary expense
(c) stiff vendors, for those that are critical to daily operations, 2x or 3x payables
(d) sign as many distribution agreements as possible. These may not have any merit in terms of revenue, but are designed to appeal to MBA types analyzing the company for purchase-see how many distribution channels we have! MyPap probably falls in this category.
(e) rewrite warranty assurances to reduce forward obligations-this one has subtle legal ramifications
(f) issue fresh stock with special dividend features for the last in first out.

That is just a sampling of a cunning and ultimately destructive document.

If you are an employee, early investor, vendor, good luck and god speed if the disciple has decided to remember his lessons. Only a few have a happy ending.
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What in God's name are you talking about?!
 










































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