2013 Predictions



Anyone for a prayer or rain dance or something of the sort to try to get hc to come back at right this listing ship?

She was a horrible leader. She could manage operations, but when it came to leadership, sales and actually growing a business there are kids in high school that would make a better CEO. She could never make a decision, never understood finance and never new how to promote a business. She was a terrible public speaker and dispised the sales team as lazy and overpaid.

We should all be happy she is gone. Now we can get some true leadership in her place to help grow the business not manage the cyto techs and the daily operations meetings.
 
She was a horrible leader. She could manage operations, but when it came to leadership, sales and actually growing a business there are kids in high school that would make a better CEO. She could never make a decision, never understood finance and never new how to promote a business. She was a terrible public speaker and dispised the sales team as lazy and overpaid.

We should all be happy she is gone. Now we can get some true leadership in her place to help grow the business not manage the cyto techs and the daily operations meetings.


Knew
Despised
Run on sentence
Come on E.E. Cummings, you're better than that...
 
She was a horrible leader. She could manage operations, but when it came to leadership, sales and actually growing a business there are kids in high school that would make a better CEO. She could never make a decision, never understood finance and never new how to promote a business. She was a terrible public speaker and dispised the sales team as lazy and overpaid.

We should all be happy she is gone. Now we can get some true leadership in her place to help grow the business not manage the cyto techs and the daily operations meetings.[/QUOT

So is this justification for the idea being floated to try to get SM back thinking only she can take care of the 10 color transition? That is insane.
 
Ron will demand more from the sales team to make up for lower reimbursements in molecular. The folks in Maryville will increase their fees. 10 color flow will not make a difference when they drop the TC rates. In the end he will sell to the blood brothers.
 
Ron will demand more from the sales team to make up for lower reimbursements in molecular. The folks in Maryville will increase their fees. 10 color flow will not make a difference when they drop the TC rates. In the end he will sell to the blood brothers.

Remember how a couple of years ago we were told there were tons of customers waiting in line for our services and all we needed was a bigger building and more capacity? So RG buys a big building and the final price of renovation compared the projected cost was phenomenal. Then you go increase your workforce by over 70% based on 'anticipation'. There are endless workers going up and down the hall and nobody knows who they are or what they do. How could any semi-knowledgeable businessman have done all these stupid things? Did he not know the Grandfather Clause was expiring? Did he not seek any advice on where reimbursements were going or have any idea of what was happening with the economy in general. Obviously he could not know that his biggest client GCS was run by a bunch of crooks committing medicare fraud and that they were about to get caught with their pants down. But still all he does is make bizarre decisions. Why not cut the workforce back down to manageable size? Why not get rid of positions (like NM who is totally worthless)? Can't he make any rational decision; is he whacko?

Your post makes sense, but who are the 'blood brothers' and why would they want to buy CSI?
 
Remember how a couple of years ago we were told there were tons of customers waiting in line for our services and all we needed was a bigger building and more capacity? So RG buys a big building and the final price of renovation compared the projected cost was phenomenal. Then you go increase your workforce by over 70% based on 'anticipation'. There are endless workers going up and down the hall and nobody knows who they are or what they do. How could any semi-knowledgeable businessman have done all these stupid things? Did he not know the Grandfather Clause was expiring? Did he not seek any advice on where reimbursements were going or have any idea of what was happening with the economy in general. Obviously he could not know that his biggest client GCS was run by a bunch of crooks committing medicare fraud and that they were about to get caught with their pants down. But still all he does is make bizarre decisions. Why not cut the workforce back down to manageable size? Why not get rid of positions (like NM who is totally worthless)? Can't he make any rational decision; is he whacko?

Your post makes sense, but who are the 'blood brothers' and why would they want to buy CSI?

Bloodbrothers are Quest and LabCorp. They would buy CSI to take market share. Ron entertained selling CSI several years ago but his price was too high and the bloodbrothers rejected the deal. i guess the company jet was the deal breaker.
 
Bloodbrothers are Quest and LabCorp. They would buy CSI to take market share. Ron entertained selling CSI several years ago but his price was too high and the bloodbrothers rejected the deal. i guess the company jet was the deal breaker.

Labcorp may soon be acquired by Warren Buffet's Bershire Hathaway. Big money, buying lots of companies under LC umbrella. Coming soon to a lab near you. How does on or before July 31st sound?
 
Remember how a couple of years ago we were told there were tons of customers waiting in line for our services and all we needed was a bigger building and more capacity? So RG buys a big building and the final price of renovation compared the projected cost was phenomenal. Then you go increase your workforce by over 70% based on 'anticipation'. There are endless workers going up and down the hall and nobody knows who they are or what they do. How could any semi-knowledgeable businessman have done all these stupid things? Did he not know the Grandfather Clause was expiring? Did he not seek any advice on where reimbursements were going or have any idea of what was happening with the economy in general. Obviously he could not know that his biggest client GCS was run by a bunch of crooks committing medicare fraud and that they were about to get caught with their pants down. But still all he does is make bizarre decisions. Why not cut the workforce back down to manageable size? Why not get rid of positions (like NM who is totally worthless)? Can't he make any rational decision; is he whacko?

Your post makes sense, but who are the 'blood brothers' and why would they want to buy CSI?


Did RG make those decisions or did HC talk him into it??? Is that why she is gone?!
 
Could have been her idea, but the buck stops with the man who holds veto power.

Sorry, but you are absolutely wrong.

The job of the CEO is to convince the shareholders that their strategy will grow the company. Either way HC failed. One of two things occurred.

She thought the build strategy for the new lab and the huge expansion in staff was the right strategy, and she was wrong and failed in the role of CEO.

OR

She couldn't convince the shareholders of the correct strategy or execute it, in which case she failed as the CEO.

Don't blame Ron for Heather's lack of leadership and inability to devise a successful growth strategy.
 
Sorry, but you are absolutely wrong.

The job of the CEO is to convince the shareholders that their strategy will grow the company. Either way HC failed. One of two things occurred.

She thought the build strategy for the new lab and the huge expansion in staff was the right strategy, and she was wrong and failed in the role of CEO.

OR

She couldn't convince the shareholders of the correct strategy or execute it, in which case she failed as the CEO.

Don't blame Ron for Heather's lack of leadership and inability to devise a successful growth strategy.

No, you're wrong. What shareholders? It is a private company or haven't you noticed?
Your second point is absurd. Obviously the plan WAS EXECUTED. Who scrambled your brains?
 
Sorry, but you are absolutely wrong.

The job of the CEO is to convince the shareholders that their strategy will grow the company. Either way HC failed. One of two things occurred.

She thought the build strategy for the new lab and the huge expansion in staff was the right strategy, and she was wrong and failed in the role of CEO.

OR

She couldn't convince the shareholders of the correct strategy or execute it, in which case she failed as the CEO.

Don't blame Ron for Heather's lack of leadership and inability to devise a successful growth strategy.

Notice what a convenient scapegoat HC is. If she was some pied piper leading the unwitting astray, ask yourself what level of intelligence these poor souls possessed. Right?
Everyone smelled big money and let their corrupt brains kick into zero gear. And remember who financed HC's alleged debacle. Thaaaaat's right......what she termed the "Bank of Ron". So Mr. Guiltless wrote the check. What an idiot. He can't see the forest for the trees because all he sees is himself as a big fish flying a lear jet. Ain't happening. Go pack to your amoeba-infested pond.
 
Sorry, but you are absolutely wrong.

The job of the CEO is to convince the shareholders that their strategy will grow the company. Either way HC failed. One of two things occurred.

She thought the build strategy for the new lab and the huge expansion in staff was the right strategy, and she was wrong and failed in the role of CEO.

OR

She couldn't convince the shareholders of the correct strategy or execute it, in which case she failed as the CEO.

Don't blame Ron for Heather's lack of leadership and inability to devise a successful growth strategy.

did she do this or not?

President and CEO

CSI Laboratories

Privately Held; 51-200 employees; Hospital & Health Care industry

2010– 2012 (2 years)

Transformed CSI from a regional, hematopathology service with 70 employees and negative EBITDA to a profitable, national, full-service, cancer diagnostics laboratory with 200 employees by overhauling corporate strategy and infrastructure and continuously launching new products and services while acquiring new clients in a decreasing reimbursement environment.

Quadrupled revenue while increasing EBITDA from -2% to 15%.

Achieved dramatic growth by evolving from a regional, hematopathology service to a national, full service, cancer laboratory.

• Continuously launched new tests, products and services.
---- Designed, validated and launched a full Surgical Pathology consultation, diagnostic and prognostic offering (IHC, FISH and Molecular/PCR).
---- Developed and implemented an expanding suite of virtual lab, TC/PC and internet based information products and services.

• Acquired new clients nationally by more than doubling the sales force.
---- Conceived and created a new oncology TC/PC business model to partner with one of the top five private oncology groups in the country, increasing revenue over 20%.
 


Write your reply...