Jen Meade hire Paola Wisner destroying Breast Health R&D at lightspeed

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anonymous

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Email forwarded to me by one of my friends in R&D. Too good not to share!

Paola,

Now that any benefit of doubt about you is gone, a few of us wanted to share feedback. We know better than giving in person because honesty is not rewarded here.

We think you're a poor leader with no credibility. Everyone sees through the weekly BS emails. Reasons are clear

- You keep removing and demoting long serving leaders and replacing them with "Yes" people with no accomplishments. Looks like you learned this from Jen before she was fired.
- The latest reorginization serves no purpose beyond making it look like you're doing something without having to make any real decisions that can be criticized later.
- We have heard the story of your upbringing enough times. You tell it so often we wonder how exaggerated it is. You are not the only person who had a tough road, you're just the one still talking about it 25 years later. We understand that you are using your background to impress, rather than your accomplishments.
- No real R&D leader has others ghostwrite for them. Obvious how little you know of our products+industry. Everytime we see these on Linkedin makes everyone gag.
- Quiet quitting: Retention and good bonuses are keeping us here, but we work as little as possible. Why not? You're never around, and this company has cut off the career paths for most of us.


A remote VP of R&D is not effective, especially one with zero industry experience like you. Despite your boot licking on Linkedin that you joined Hologic because of Steve, we know your just here for the money and because Jen was desperate to fill the role. We hope you move on like she and the remote VP of Marketing did.
 


Sad that it sounds like the same thing that happened to Marketing is happening to R&D. Hiring a remote VP of R&D is laughably stupid. I'm sure Jen was desperate after running the last person off.
 


Hear she's on a short leash. R&D hasn't gotten anything out since she took over and key projects keep getting pushed out. Ultrasound is a disaster with the R&D head quitting.

Agree with the above, the big reorganization is making things worse and remote leadership outside of sales & service roles is a joke.
 


anonymous said:
Hear she's on a short leash. R&D hasn't gotten anything out since she took over and key projects keep getting pushed out. Ultrasound is a disaster with the R&D head quitting.

Agree with the above, the big reorganization is making things worse and remote leadership outside of sales & service roles is a joke.
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The latest rumor floating around from insiders is that all of Jen’s appointees/cronies across multiple roles are on borrowed time. 1st signs of a dip in performance ✌️.
 


anonymous said:
The latest rumor floating around from insiders is that all of Jen’s appointees/cronies across multiple roles are on borrowed time. 1st signs of a dip in performance ✌️.
Click to expand...

Erik should remove what remains of the stain that Jen Meade left on the organization.

If Paola was smart (doubtful) she would leave on her own. Her track record consists of firing/demoting a bunch of VP's (rumor is this was Jen Meade's idea) promoting idiots (that is on her) and this dumb reorg. R&D engagement score is way down (but same as Sales/Marketing, only matters if they're using it against you.) Danbury turned into a 9-5 shop (really 9:30-4) once they announced the closing, but Newark is the same now. No one cares. What is left of Danbury is waiting around for the retention pay.
 


anonymous said:
The latest rumor floating around from insiders is that all of Jen’s appointees/cronies across multiple roles are on borrowed time. 1st signs of a dip in performance ✌️.
Click to expand...

Danbury Engineer here. Someone just sent this over to me this weekend. Everything here is true. Let me add a personal story. Paola scolded a group of us on her first visit to Danbury because we had "poor attitudes." Our bad for being upset the facility is closing and we need to find new jobs.
 


How many schedule misses and canceled programs will it take for Erik to figure out that Paola is a smooth talking phony?

We waste time on new process instead of doing work. She understands nothing because she spent her career in Ostomy bags. Wonder if accountability will ever apply here, but not hopeful.
 


anonymous said:
How many schedule misses and canceled programs will it take for Erik to figure out that Paola is a smooth talking phony?

We waste time on new process instead of doing work. She understands nothing because she spent her career in Ostomy bags. Wonder if accountability will ever apply here, but not hopeful.
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Looked at her LinkedIn, did not know she had no experience with these types of devices. Her cluelessness makes more sense now. But Jen was desperate for a hire and hey, she looks the part in her pictures.

The narcissistic "About" section where she talks about herself in the 3rd person is a hoot
 


Paola fired 15% of the R&D team this week, most from the top: leaders and scientists. Top AI people gone. UI/UX team gone. Head of PMO done, along with most software leaders. The remaining good people will now leave after bonuses, especially AI scientists, with the lower half of the organization remaining.

Great job, Paola, for proving that you're the flaming piece of excrement we knew you were from the start
 


anonymous said:
Paola fired 15% of the R&D team this week, most from the top: leaders and scientists. Top AI people gone. UI/UX team gone. Head of PMO done, along with most software leaders. The remaining good people will now leave after bonuses, especially AI scientists, with the lower half of the organization remaining.

Great job, Paola, for proving that you're the flaming piece of excrement we knew you were from the start
Click to expand...

No surprise here. We are not built to be an innovative organization, we buy and label. Once we slap that beautiful blue hologic on anything we can ride it until the wheels fall off. Truly a waste of money keeping them on the payroll.
 


anonymous said:
No surprise here. We are not built to be an innovative organization, we buy and label. Once we slap that beautiful blue hologic on anything we can ride it until the wheels fall off. Truly a waste of money keeping them on the payroll.
Click to expand...

Remind me what products BH has bought and labeled? That’s the surgical playbook.
 


anonymous said:
Remind me what products BH has bought and labeled? That’s the surgical playbook.
Click to expand...

Clearly you’re not aware of the new model. 1 software upgrade a year on the mammo side isn’t cutting it, and the BH TM bag should come with a box of moth balls.

Yes, everyone knows the new gantry is imminent, but adding features we’ve said are not clinically beneficial for GE isn’t going to make for the most compelling story. Hence, time to clean house.
 


anonymous said:
Email forwarded to me by one of my friends in R&D. Too good not to share!

Paola,

Now that any benefit of doubt about you is gone, a few of us wanted to share feedback. We know better than giving in person because honesty is not rewarded here.

We think you're a poor leader with no credibility. Everyone sees through the weekly BS emails. Reasons are clear

- You keep removing and demoting long serving leaders and replacing them with "Yes" people with no accomplishments. Looks like you learned this from Jen before she was fired.
- The latest reorginization serves no purpose beyond making it look like you're doing something without having to make any real decisions that can be criticized later.
- We have heard the story of your upbringing enough times. You tell it so often we wonder how exaggerated it is. You are not the only person who had a tough road, you're just the one still talking about it 25 years later. We understand that you are using your background to impress, rather than your accomplishments.
- No real R&D leader has others ghostwrite for them. Obvious how little you know of our products+industry. Everytime we see these on Linkedin makes everyone gag.
- Quiet quitting: Retention and good bonuses are keeping us here, but we work as little as possible. Why not? You're never around, and this company has cut off the career paths for most of us.


A remote VP of R&D is not effective, especially one with zero industry experience like you. Despite your boot licking on Linkedin that you joined Hologic because of Steve, we know your just here for the money and because Jen was desperate to fill the role. We hope you move on like she and the remote VP of Marketing did.
Click to expand...


Paola isn't going anywhere and the above poster is right. Cleaning house is the play.

Everything here about Paola is certainly true, but it doesn't matter. It is not hard to tell that she is a woke leftist and the recent layoffs targeted older white&asian men without regard to accomplishment or tenure.

Understand where Hologic is right now. Steve wants to survive another year or 2 before leaving for Illumina but the falling stock price is exposing him.

Steve has been lucky. The growth from 3D Mammo, Genprobe (COVID test) and Myosure were in place before he arrived. Steve got on board at a great time and squeezed the sales force hard. That let him survive wasting $1.3 billion on Cyno, another billion on Mobidiag+Biothern along with a bunch of smaller failures no one speaks about anymore. With the COVID $ ending the new play is pivoting to ESG with the Women's Health Index, sponsorships, and rubbing elbows with marxists over in Davos at the WEF. How can we fire the CEO that launched the Women's Health Index?

The play is continued virtue signaling, filling the order backlog, and cutting costs. Steve and Erik won't be around much beyond that (whoever replaces Steve will replace Erik quickly) so neither care about future innovation. This is why the division HQ is closing and why they are squeezing the rest of the organization.

Paola fits what Steve and Erik want, a "leader" that will shrink BH R&D without push back. It happened to Marketing and now it's R&D's turn. That she's clueless and hated is probably a benefit, because the days of Breast Health innovation are over.
 


Paola is behaving like any sociopath that has no idea how to do her job but wants to keep it. She took Hologic remote VP job when she was already a VP at local company (why do this?) and realized she was in over her head. So what to do?

Cut cost by firing 25% of R&D. No idea who does what, so fire the highly paid people, especially if they never kissed your ass. Kill every long term project. This is about sticking around long enough for grants to vest!

Blame your failures on the people you fired. Accountability!

Lots of LinkedIn posts. Inspired by story! So proud of team! Purpose, passion, promise! Steve and Erik, great leaders! Look at me, I'm in Washington DC! All so much easier than actually doing you job and it makes it harder to get fired.

If you took a high paying job you had no idea how to do, but wanted to stay around long enough to get paid, and did not care about people you screw over in the process, what would you do?

Now compare to what she has done.
 


anonymous said:
Paola is behaving like any sociopath that has no idea how to do her job but wants to keep it. She took Hologic remote VP job when she was already a VP at local company (why do this?) and realized she was in over her head. So what to do?

Cut cost by firing 25% of R&D. No idea who does what, so fire the highly paid people, especially if they never kissed your ass. Kill every long term project. This is about sticking around long enough for grants to vest!

Blame your failures on the people you fired. Accountability!

Lots of LinkedIn posts. Inspired by story! So proud of team! Purpose, passion, promise! Steve and Erik, great leaders! Look at me, I'm in Washington DC! All so much easier than actually doing you job and it makes it harder to get fired.

If you took a high paying job you had no idea how to do, but wanted to stay around long enough to get paid, and did not care about people you screw over in the process, what would you do?

Now compare to what she has done.
Click to expand...

It seems that she's putting the blame for delays and failures on the individuals she dismissed, instead of acknowledging her own shortcomings in leadership, lack of focus, knowledge, and poor talent assessment. She's been successful in retaining those who sound intelligent but contribute little, while letting go of the capable individuals.

It's probable that she's attempting to secure her position by pledging further job reductions once (if) a specific project eventually reaches completion. Most organizations would have rectified the failures of such an ineffective remote "leader" by now.
 


Sending holiday wishes to Paola, our VP R&D actress, a figure reminiscent of Harvard's Claudine Gay in the medical device realm. She embodies the appearance and possesses all the DEI qualifications, yet falls short in every quantifiable aspect of her role. Her ineptitude so profound it's as though she's on a deliberate course to dismantle what took decades to establish.

Her ghostwritten articles, where she steals the first byline despite not being able to power on the devices she writes about, reveal her true nature. These pieces, lacking any practical relevance, merely serve as a facade to bolster her credentials. No respected leader engages in such practices, yet these actions paved her path to keeping the current position. Because truly, she has very little else besides her obedience in firing people.

There is no good future in Newark as departures continue and the remaining team in Danbury hangs out waiting for the rest of their retention. The outsourcing initiative is destined for failure and pushing others to leave, since it is now clear we intend to fully follow the Stryker model.

Paola will likely fail forward into something else, complete with the LinkedIn post thanking everyone and praising Erik and Steve's leadership, before Erik finally figures it out when things really get bad and she is forced to accept some responsibility.
 


Two ways to advance in your career:

You can be good at your job.

Or you can be good at making others think you are good at your job. Appear polished, talk lots of jargon, kiss up on LinkedIn, etc.

Performance will eventually be a problem. Like when enough good people fired/leave then everyone starts being honest on the engagement survey. Then maybe GM starts notice the turnover and that everyone is doing the bare minimum because they hate you.
 


Paola fired a long tenured executive assistant that was well liked and respected a few weeks ago because she wasn't located in the Newark office.

Paola lives in Chicago and is rarely here in Newark. You can't make this up.

Anyhoo, the real reason she was fired was because she knew what an incompetent moron and pathological liar Paola is. Our woke Columbia alum DEI hire VP continues to sink what's left of R&D into the mud.
 


Paola just fired the head of Systems and two software managers (3 white men over 50, no surprise there.)

Good that the system designed by the people she fired is still selling because nothing is getting accomplished currently. I'm sure the new batch of remote leaders we're told are coming will fix things.

Shame that firing people seems to be her only talent. Pretty smile hiding an insecure vindictive evil person.
 


Last August’s changes she was responsible for eliminated the core R&D talents who built the digital mammo and 3D systems hence the company today! This division still lives in its past glory and relies on service revenue to survive. Siemens is now moving faster than Hologic in delivering advanced tomo systems that better serve the users’ needs in a rapidly growing replacement market.
 



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