TS needed to go anyway, it was time. CC is just plain dumb. Talk about incompetent talent who has never had an original thought. Yeah, everybody knows that she was not hired here for her marketing skills. I can see them pushing Fletch out soon because he makes so many others look like they are moving in slow motion. Bottom line, Nobody at the top really believes this company will ever succeed with this kind of leadership, Just look at the jokers representing the sales directors team. Does that look like a serious attempt to win? Looking to get bought?
As an employee at Novadaq, you have the responsibility to sell capital equipment, service, disposables, and....human tissue. At night, you have to catch up on sending out 5 different trade-show/iSPIES invites because no one at headquarters can do this like most other companies do. If selling capital equipment isn't already hard enough, you are stretched into an array of specialties this technology can be used in, so you have to know A LOT when talking to a plastic, ENT, vascular, general, cardiac, bariatric, and colorectal surgeons. Once you get their backing, it's time to navigate C-Suite to then get their buy-in. While all of this is going on, don't forget you have service and disposables to sell at already existing accounts. This will surely keep you from ever being bored. But then, oh wait - the black sheep of it all - tissue! You ALSO sell human tissue!!! Fluorescence imaging device and tissue - one **** of an oxymoron. If this doesn't sound like a cluster-f, Management. There is a 'fire drill' phenomenon at Novadaq. Whatever you quarterly weakness is in sales, whether it be capital, disposable, service, or tissue - they will freak out - make you address your weaker area of selling immediately and threaten you with a PIP if it doesn't improve. So, you drop everything you are doing and focus, focus, focus. So not only are you panicking to improve that weak area, but you just lost the momentum of whatever you were working on. Now you are doing a bunch of activity, that does not leave to productivity. Novadaq's lack of vision and the big picture is its own worst enemy. To management, don't confuse your quarterly financial objectives with vision. Vision feeds financials and not the other way around. When everything is urgent, nothing really is. Now, let's talk about compensation. When executives decide to change compensation plans, it must be done extremely strategically and in consultation with the reps these changes affect. Failing to involve the affected reps and communicate why the changes are happening sends a confusing message to the sales team and can undermine the trust that has been built. Sudden changes in compensation is one of the biggest red flags a top salesperson can get that their company does not appreciate their contributions or thinks they are making too much money regardless of the beneficial new revenue they are bringing in. And with regard to your fire drill phenomenon, threatening a rep to improve their sales on a commodity that you slashed their commission to 5% on (versus 10%) - they may say - I will work on this - in translation means you, I'm interviewing with other companies right now.'Top salespeople will always struggle with the management who demands performance verbally, but fails to act in a way that is consistent with those demands. When managers fail to train, or fail to **** out marginal performers, strong players tend to lose trust in leadership. When salespeople see mismanagement and an un-unified vision from their leadership team, they begin to worry about the stability and future of the company, and look for opportunities elsewhere.
Wow, you went on two sites to post your anonymous rant. Did you happen to tell your manager or HR during your exit interview or did you just decide to vent on your last days here?
