Zoll Lie vest

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Anonymous said:
Yup
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I was contacted by a recruiter a month ago about an Area Director role. The pitch sounded quite compelling but after reading the posts on this toxic site, I am surprised there is anyone still left over there. Is it really that bad and is the root cause lack of data or just poor management and unrealistic growth and comp projections. Thanks in advance for sincere replies
 






Anonymous said:
I was contacted by a recruiter a month ago about an Area Director role. The pitch sounded quite compelling but after reading the posts on this toxic site, I am surprised there is anyone still left over there. Is it really that bad and is the root cause lack of data or just poor management and unrealistic growth and comp projections. Thanks in advance for sincere replies
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Poor management, wedge between experienced cardiac device reps and new managers with no cardiac experience-working relationship and respect compromised from day one. unbelievable turnover because of 1) no control over customer service in regards to patient follow up 2) quota system that is obtainable first year and after that very little chance of making plan. In fact when an experienced rep leaves, the quota for his territory is drastically decreased -so new rep can taste success. For example, let's say experienced rep has built territory up to 100k a month. He decides to leave. And let's assume no split. New rep comes in and quota will be adjusted to 50 or 60 k!! Manager is responsible for all 100k. So it is very possible, and likely, that a manager can have a team of new reps all over 100 percent to plan while is under water!!!! 3) Because of the quota increasing by 3200 per month, within a year or year and a half the increase exceeds the potential within a territory. Add in the fact that certain plans do not cover the vest and Medicaid monitors patient wear time in order to pay - we'll you get the picture. Many patients hooked up and approved by Zoll only to find insurance will not cover. ZOLL will then send out 9k bill for three months wear time and the end result is a pissed off patient and Dr. If you believe in people process and product to be successful well then this is not the place for you! Good people are few, process is a complete disaster and the product has issues. Hope this helps.
 






Anonymous said:
I was contacted by a recruiter a month ago about an Area Director role. The pitch sounded quite compelling but after reading the posts on this toxic site, I am surprised there is anyone still left over there. Is it really that bad and is the root cause lack of data or just poor management and unrealistic growth and comp projections. Thanks in advance for sincere replies
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You are right that cafepharma can be toxic. Regarding Life Vest, however, it is accurate. There's anger here because people feel mislead and disillusioned. It's a perfect storm with lack of product-specific data, no guideline support, reimbursement decreasing daily, internal dispensing processes are a mess, device issues (inappropriate shocks & poor quality control), etc. Top it all off with ineffective leadership in sr mgmt, sales, operations and marketing. From the top down, this place is a disaster.
 












Anonymous said:
Poor management, wedge between experienced cardiac device reps and new managers with no cardiac experience-working relationship and respect compromised from day one. unbelievable turnover because of 1) no control over customer service in regards to patient follow up 2) quota system that is obtainable first year and after that very little chance of making plan. In fact when an experienced rep leaves, the quota for his territory is drastically decreased -so new rep can taste success. For example, let's say experienced rep has built territory up to 100k a month. He decides to leave. And let's assume no split. New rep comes in and quota will be adjusted to 50 or 60 k!! Manager is responsible for all 100k. So it is very possible, and likely, that a manager can have a team of new reps all over 100 percent to plan while is under water!!!! 3) Because of the quota increasing by 3200 per month, within a year or year and a half the increase exceeds the potential within a territory. Add in the fact that certain plans do not cover the vest and Medicaid monitors patient wear time in order to pay - we'll you get the picture. Many patients hooked up and approved by Zoll only to find insurance will not cover. ZOLL will then send out 9k bill for three months wear time and the end result is a pissed off patient and Dr. If you believe in people process and product to be successful well then this is not the place for you! Good people are few, process is a complete disaster and the product has issues. Hope this helps.
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Let's not forget that when Zoll send the patient a 9K or 10K bill that 9 or 10K gets deducted from your sales numbers until the patent pays..which is never. So all of yo hard work is a big fat negatives sales on your quota repot and you make nothing, nora , zero in commissions for the month. So, being that you're putting in 60-75 or 80 hours per week, every week, including weekends and holidays you make your 75K salary only. I'm done.
 












Anonymous said:
60-75 hrs per week? please
A 60 hour week is 5 days at 12 hours
Covering 3 or 4 hospitals?
If you are working 60+ hours per week you're probably doing it wrong
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I think the poster was trying to say that it takes a lot of work and many hours to get a physician to finally use the Lifevest, only to see 0 credit for patients who's insurance denies coverage. It's difficult to make plan in areas with high Medicaid populations -or those other insurance companies who deny coverage. Zoll does not take this in consideration when determining quota. Yes managers have some discretion or wiggle room within THIER region but this is insignificant.
 






Anonymous said:
60-75 hrs per week? please
A 60 hour week is 5 days at 12 hours
Covering 3 or 4 hospitals?
If you are working 60+ hours per week you're probably doing it wrong
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Oh you must be new or completely checked out. Yes, you will be working 60+ hours when you are scrambling to try to meet your ever growing goal and also covering for other vacant territories around you. Trust me it will be no time at all and you will be the most senior person in the district covering all the vacant territories plus trying to meet your own number. Additionally at least in my area the PSR turn over has been high so good luck trying to make miracles happen when you need a fitting. And guess what ? Your manager or AD are not going to help you. They will keep loading you with extra things to do to cover the ever growing number of vacant territories. Once your manager hires in all the new people you will be placed on a PIP for not meeting objectives .
 






I'm going to venture a guess and say PSR turnover is probably due to the limit corporate placed on the number of patient fittings that can be done in a month (15 a month). Just another roadblock. I don't know why they can't hire clinical field reps like every other CRM company. That way we can sell and not worry about ccrs and in servicing SNFs.
 






Anonymous said:
I'm going to venture a guess and say PSR turnover is probably due to the limit corporate placed on the number of patient fittings that can be done in a month (15 a month). Just another roadblock. I don't know why they can't hire clinical field reps like every other CRM company. That way we can sell and not worry about ccrs and in servicing SNFs.
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They won't hire clinical reps or outright employe the PSRS as their sales model is based up the PSR self-referring or influencing a physician at the hospital to write for a LV. Without the PSR referring to themselves or influencing the prescription of LV, very few vests would be ordered as there is NOT real data to support the vest. The LV sale is extremely dependent on that self-referral to drive business. it's amazing that this exists in the business of medicine today. The only thing I can think of is that these PSRs have NOT declared the conflict of interest in writing with the powers to be at the hospital. NO ETHICS HERE>
 






Anonymous said:
Poor management, wedge between experienced cardiac device reps and new managers with no cardiac experience-working relationship and respect compromised from day one. unbelievable turnover because of 1) no control over customer service in regards to patient follow up 2) quota system that is obtainable first year and after that very little chance of making plan. In fact when an experienced rep leaves, the quota for his territory is drastically decreased -so new rep can taste success. For example, let's say experienced rep has built territory up to 100k a month. He decides to leave. And let's assume no split. New rep comes in and quota will be adjusted to 50 or 60 k!! Manager is responsible for all 100k. So it is very possible, and likely, that a manager can have a team of new reps all over 100 percent to plan while is under water!!!! 3) Because of the quota increasing by 3200 per month, within a year or year and a half the increase exceeds the potential within a territory. Add in the fact that certain plans do not cover the vest and Medicaid monitors patient wear time in order to pay - we'll you get the picture. Many patients hooked up and approved by Zoll only to find insurance will not cover. ZOLL will then send out 9k bill for three months wear time and the end result is a pissed off patient and Dr. If you believe in people process and product to be successful well then this is not the place for you! Good people are few, process is a complete disaster and the product has issues. Hope this helps.
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Yes it does. Thank you for the thorough overview. I am staying put and plan on taking myself out of the running. For informational purposes, the base was around 160K with a total package at $270K for an AD
 






Anonymous said:
You are right that cafepharma can be toxic. Regarding Life Vest, however, it is accurate. There's anger here because people feel mislead and disillusioned. It's a perfect storm with lack of product-specific data, no guideline support, reimbursement decreasing daily, internal dispensing processes are a mess, device issues (inappropriate shocks & poor quality control), etc. Top it all off with ineffective leadership in sr mgmt, sales, operations and marketing. From the top down, this place is a disaster.
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Thank you for the honest and thorough response. Very much appreciated
 












I'd suggest taking this job if you need something temporary, really don't care, or are new to sales. In reality, it doesn't matter if you're good or not- it only means you'll last a few segments more than a year- which is how long a newbie to industry, sales, pharma, or medical devices lasts.
 






Anonymous said:
I'd suggest taking this job if you need something temporary, really don't care, or are new to sales. In reality, it doesn't matter if you're good or not- it only means you'll last a few segments more than a year- which is how long a newbie to industry, sales, pharma, or medical devices lasts.
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The problem here is that if you are new to sale or even need something temporary, with the way goals and quota are set up it will only take a few months to a year and you won't be making goal. You can count on getting placed on a PIP or improvement plan that last 30 days and then they will fire you for lack of performance. It's tough to build a career when your new sales experience or stepping stone job show numbers that other employers can view or perceive as an inability to perform. Pharma reps and managers, be aware this job is not a stepping stone to device, it's DME and you will not be respected. Additionally once your quota goes out of control (and it's guaranteed that it will) you will be viewed as a non-erformer and it will make it even more difficult for you to get the next job. The PIPs are plentiful here, hence why territories turn over so quickly. As the hiring manager how many reps have sen in the role in the past 2 years. Many territories have had over 3 reps or more in a territory in two years.Of course you will here from the AD that they were not the right fit for the company and will trash and trow the previous reps under the bus. Can all of these reps be poor performers? How can hundreds of reps that have come and gone in this company all been poor performers? What's the contest? Bad goal setting, poor comp plan and worst of all poor senior leadership.
 






We all leave for the same reasons. Lies! Lies about the need for the vest, lies about compensation, lies about supportive documentation, lies about insurance companies, lies about patients not being billed, lies about patients and collections, lies about doctors being sued if they don't write for the vest. Lies lies lies.
 






Anonymous said:
We all leave for the same reasons. Lies! Lies about the need for the vest, lies about compensation, lies about supportive documentation, lies about insurance companies, lies about patients not being billed, lies about patients and collections, lies about doctors being sued if they don't write for the vest. Lies lies lies.
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Who is the new Area Director for the Midwest? Anyone know? I heard they could not find any outside talent willing to take a chance to come over here. They are moving ahead with one of our Regional Managers and promoting
 
























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