What the hell happened to the RBM team?!

Discussion in 'Allergan' started by Anonymous, Aug 29, 2014 at 9:41 PM.

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  1. Anonymous

    Anonymous Guest

    I have to say I'm happy I was not let go but really shocked how the RBM team got taken apart in Neuro. I thought for sure the sales teams would get slashed considering all of the overlap of reps and managers but we barley got touched. I also thought NPS was gone considering they're not really necessary and are kind of an add on. The RBM team was the only non-redundant team that was essential to the sales teams success. One of my RBMs was fired and the other covers a much larger area now and is not happy about it. What are they going to be doing moving forward? Reimbursement? NPS stuff? My accounts don't need an NPS they need reimbursement help. Allergan Neuro leadership has not been able to get out of its own way the last few years with their decisions.
     

  2. Anonymous

    Anonymous Guest

    It's all a charade. Senior Leadership believes that reach and frequency from the sales team equals profits. Put data in an Excel spreadsheet and they eat it up. The RBM team brought the most value, but it just wasn't measured in sales - thus all the change. Too many people want to believe that canned marketing messages mean more than actually bringing value to an office.
     
  3. Anonymous

    Anonymous Guest

    RBM team was sales of sorts; selling the hub services. It was oversized during an expansion a couple years back. It will be more narrowly focused in silos and more practice consulting rather than teaching accounts now to get a PA for CM through. Good bye to the self proclaimed 'mctool' and 4 of the RDs. Hello to new leadership under Judy. Although some solid good people were displaced due to nothing more than logistics of their territories, it was a good time to clean house too.

    Strange how we will never be the same regardless of the driver Valeant or Pyott's selfishness. We are all just done. End of the world as we knew it. Bye bye.
     
  4. Anonymous

    Anonymous Guest


    The RBM team was not oversized they focused on 3 different business units which allowed for smaller territories in which it was easier to respond to customer needs. They missed the mark with being "narrowly focused". A massive territory but only focusing in on Neuro will not make any of us more efficient. The pharma industry loves doing this ie CM sales and NR sales. Most people who work in society have more responsibility than one product/indication/business unit. That's a phenomenon strictly seen in pharma and it's outdated and does not work. Seriously talk to somebody outside of pharma you'll be shocked what their asked to do. Most non-college educated customer service reps in small businesses are forced to wear more hats than an college educated, MBA branded, "executive sales specialists" that has attended "acceleration training" and a cadaver course.

    Say what you will about Tim but I'm not sure that Judy Williams, who has spent most of her career in pharma marketing, is the right person to be leading a cutting edge consulting type team. She's a classic pharmaceutical marketer and those are the individuals who should be getting early retirements. I think most of the senior sales leaderships is a bunch marketing hacks who aren't sophisticated enough to ask deeper questions about what the numbers mean and their careers are predicated on nothing more than connections and relationships and are not as intelligent as they appear. They used TM as their scapegoat saying the RBMs were not focused enough, which really meant we don't understand what the RBMs do because we can't attach a ton of metrics and numbers to them.

    Over the past couple of months everyone I spoke to in the field within Neuro believed merging the sales forces, cutting NPS, reducing sales reps and sales managers/directors would be the most logical scenario to reduce "redundancy". It was obvious what needed to be done yet Neurosceince leadership made their decisions based on either a total lack of understanding of the industry/market or just plain politics. Neither reason is good and couple of years ago with the NR disaster Neuro is not what it used to be. If this is a reflection of how executive leadership is fending off Valeant then we should all spend the rest of the year looking for a new job.
     
  5. Anonymous

    Anonymous Guest

    Get over yourself RBM. Of course you weren't measured in sales because you are sales SUPPORT.
     
  6. Anonymous

    Anonymous Guest

    Let's be real. Judy paved the way for her people. Yes, some who have no idea the complexities of the reimbursement environment especially with ICD10 approaching.
     
  7. Anonymous

    Anonymous Guest

    Nice attitude and spoken like a true wanna be "alpha" sales rep.

    And you're not in real sales. You promote a product that's been around for 25 years in a market with next to no competition, that sells itself. You are not even needed. Trust me I've done the job. The only issues accounts have in regards to Botox are specific to reimbursement. The first question an account asks when they're thinking about injecting Botox is "How am I going to get paid for this." Guess who comes in afterward and actually "sells" the doctor on injecting? It's not the NSS or HSM trust me. When a large account threatens to stop injecting because they're "not getting paid", guess who shows them that they're either getting paid or doing something wrong and helps fix the issue? It's not the NSS or HSM.

    I guess with less RBMs who are you guys going to blame moving forward when your sales are not up to snuff? And guess what they won't be with the guidance Pyott is giving Wall Street. I don't think it's too much longer that sales leadership can justify the expense of 3 sales teams all "selling" the same product in Neuro.

    Maybe with less RBMs the NR managers will finally be able to realize the potential of Botox in skilled nursing facilities with Medicare Part A patients, and in the Medicaid population without all of those pesky facts that the RBMs share with accounts getting in the way.
     
  8. Anonymous

    Anonymous Guest

    "Maybe with less RBMs the NR managers will finally be able to realize the potential of Botox in skilled nursing facilities with Medicare Part A patients, and in the Medicaid population without all of those pesky facts that the RBMs share with accounts getting in the way. "

    Too funny...great line. Sad part is most of the people making decisions in Neuro these days are probably thinking the above is true. Most of the NR folks probably don't even realize this is a joke.
     
  9. Anonymous

    Anonymous Guest

    Whole thread is comical. Thanks for the morning entertainment weekly read whilst I drink my coffee! Tim was a fucktard. He actually believed the RBM frequency and reach reporting was a sales predictor. I'd take a marketing machine like Judy over him any single day of the week. And she is a leader by motivation, not inTIMidation, so maybe now those who are left will get out of bed before 10am.
     
  10. Anonymous

    Anonymous Guest

    Typical response from the type of sales/marketing professionals taking over Neuro. Can only reply with insults and vague assumptions and is not looking at the bigger picture nor can they even debate the fundamental issues. Tim was flawed and maybe was not the answer but again keeping 3 sales forces for one product and thinking that actually drives sales in the neurotoxin market is highly dubious. Botox sales in Neuro are strong for one reason only, CM indication which increased access on policies. All of the marketing bells and whistles on top of it are just a dog and pony show that have had marginal impact but cost a lot of money. Botox is a brand name you don't a "marketing machine" to sell or promote it.

    Speaking of stupid jobs. I know a couple of NPSs that left Allergan. They said the job was a huge waste of resources. Flying all over the place to tell doctors office's to schedule all their Botox patients on the same day. Judy's people were kept because of politics not because they work harder or are more talented. If the NPS role was so important then why is the new NBPS role going to be more reimbursement based until the end of the year and why is there going to be reimbursement training immediately for all NPSs who were not RBMs but not the other way around? Because reimbursement is more of an essential function than practice specialists. So what if the RBM got out of bed at 10. His/her job contributed more to customers than what the NPS did logging all those miles.

    "He actually believed the RBM frequency and reach reporting was a sales predictor."
    Guess what. Marc Forth, Judy Williams, Nate McCutcheon actually think the same thing in regards to sales reps too so I guess your marketing machine and her handlers are equally as much of "fucktards" as Tim was. Everybody knows this is the biggest fundamental lie in the pharma industry but it will never be exposed because those who are in power have too much to lose. They can't and don't want to think any way else.

    I'd say at least 50% of all Neuro sales calls are fudged or falsified just to reach a metric. That's the data that's driving serious decisions as how this organization should be run. That should scare the shit out of anyone left in Neuro.
     
  11. Anonymous

    Anonymous Guest

    My NPS held a stop watch. Really? Timing an injection ? Really?
     
  12. Anonymous

    Anonymous Guest

    You got me. You are correct. There is no need for 3 sales teams. The NR team should be condensed/shit canned too. Additionally, there was no need for an RBM team as large as it was nor the clown show that was leading it. The good news is there is progress being made towards leaning things out and ridding Allergan of the clowns who believe that old pharma tactics will work.
     
  13. Anonymous

    Anonymous Guest

    Wait, but you do realize they had a chance to combine the indications into one Botox rep per office and they FAILED to go back to what is best for the business.

    They had an opportunity and they failed. Robin Sears was a total joke and his ego (along with Nate's) could not handle this endevour. Case in point why Judy quietly blended her beloved NPS team and laid off some RBMs in their way. That was her creation. Ego trumps all else.
     
  14. Anonymous

    Anonymous Guest

    They lost in the 12th inning on a wild pitch on Sunday. They start the playoffs tonight.
     
  15. Anonymous

    Anonymous Guest

    Neuro is a joke. I'm doing nothing but interviewing and taking it easy until Valeant buys us.
     
  16. Anonymous

    Anonymous Guest

    The good news is there is progress being made towards leaning things out and ridding Allergan of the clowns who believe that old pharma tactics will work.[/QUOTE]

    Are you kidding me?! Big pharma clowns have been running Neuro since 2011/2012 using all of their old pharma tactics. Nate was the brainchild of the NR team which is Pod selling. Nate should never be allowed to work in the industry again based on that decision alone. It those same idiots that are turning a reimbursement job into a practice specialist sales job because they're too stupid to understand what reimbursement is. These people were handed a Ferrari and have totaled it in just a couple of years.
     
  17. Anonymous

    Anonymous Guest

    The practice specialist is a model that works in a cash-pay environment on the cosmetic side. Not realistic for Neurology offices that can barely tread water dealing with declining reimbursements and staff turnover.
     
  18. Anonymous

    Anonymous Guest

    Thanks for this! I was in Allergan eyecare for over 20 years. The biggest change I saw over the last few years was in the attitude of new reps and management we hired. We used to be a tight knit family that cared about each other-and were respectful of each other. We knew that none of us could exist without the whole team. It makes me sick to read some of the posts here. Where did these people come from? Who hired them and why? Not the same company I used to love.
    Same nasty comments from eyecare. Disgusting. Shameful. Sickening. No wonder the company is falling apart.

    Starts at the top.
     
  19. Anonymous

    Anonymous Guest

    Exactly.... Because we have people like Judy, Nate and Julian running the show. I wonder what Forth is thinking and why he hasn't questioned these moronic decisions. Someone needs to step in and clean house.