PSC Improvements

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anonymous said:
It's even worse than I was expecting. I can't believe this will stand. The fact someone convinced these imbeciles to use this abomination is beyond comprehension.
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Meanwhile over on the HSC board, low to middle performing reps (2.5m) are scooping up 250k guarantees and signing bonuses. What's that translate into here, maybe half of that IF you include a Solea? Here Jenny, take another private practice formulary shit sandwich while we hopefully figure out how to fix the website so reps and customers can actually see available products. The collective patience is wearing thin.
 

Wait Jenny, the private practice formulary shit sandwich was devised by the brilliant Mr. Beavis himself, based on extensive pricing data research and strategy. Despite what sales veterans see every day and suggested to them, it is what it is and you have to like it. Plus the Buttheads that brought you the Smile Direct Club partnership, too little too late Fuse, and the Delta Dental insurance for the troops are still in place and hanging with Beavis...
 
anonymous said:
Wait Jenny, the private practice formulary shit sandwich was devised by the brilliant Mr. Beavis himself, based on extensive pricing data research and strategy. Despite what sales veterans see every day and suggested to them, it is what it is and you have to like it. Plus the Buttheads that brought you the Smile Direct Club partnership, too little too late Fuse, and the Delta Dental insurance for the troops are still in place and hanging with Beavis...
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Who is this Beavis you refer to?
 
anonymous said:
Meanwhile over on the HSC board, low to middle performing reps (2.5m) are scooping up 250k guarantees and signing bonuses. What's that translate into here, maybe half of that IF you include a Solea? Here Jenny, take another private practice formulary shit sandwich while we hopefully figure out how to fix the website so reps and customers can actually see available products. The collective patience is wearing thin.
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HS is offering that kind of money for 2.5m reps for real? Do they have buckets with quotas as well? HS seems like a different dog with the same fleas
 
First things first. Who at Corporate is responsible for this ECC debacle? Fire them now and get us something that works for what we do. Something that takes into account how we interface with customers. This rollout is the single worst execution of anything I've witnessed here over the last 11 years. Even the poor trainers know it's broken and are having to devise workarounds for every task we do on a daily basis. Even before the Beavis and Butthead dismantling, this has to be first priority.
 
All joking aside, the people that have allowed this to happen are still calling the shots. All the way down to the region and branch level. They hire unqualified people to do their bidding and never think of the consequences. And none are held accountable. I have been gone for a few months now and looking from the outside in is so nice. The empty promises of excellence and a better tomorrow left behind. Amen. Everyone should get out while you can. It is not a healthy place.
 
anonymous said:
All joking aside, the people that have allowed this to happen are still calling the shots. All the way down to the region and branch level. They hire unqualified people to do their bidding and never think of the consequences. And none are held accountable. I have been gone for a few months now and looking from the outside in is so nice. The empty promises of excellence and a better tomorrow left behind. Amen. Everyone should get out while you can. It is not a healthy place.
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No rep types like this with grammatical errors. You gotta be a manager/poacher from the competition acting as someone who left…and that’s coming from someone who knows a person who left and that person has not been able to take all there customers with them and isn’t to happy looking long term
 
Patterson’s decline began when the CFO became CEO. Decisions shifted from growth-focused to purely financial. The same ineffective leadership stayed in place, and some unqualified people were even promoted. Love him or hate him, Tim was a scapegoat. Software, marketing, and partnerships all failed...just the surface of deeper issues and failed leadership. Cecile, who mishandled the software division, is still here collecting a check. The exclusive Solea deal gave up too much for too little in return. At Patterson, moving up means agreeing with your boss, avoiding original ideas, and doing just enough to not land on a PIP. That's not to say other organizations are without their own problems...the real question at Patterson is will this new leadership recognize the failure of the people who remain and will they remove them from their position? If not, the downward spiral will continue, discounting will get deeper, and compensation will continue to be reduced.
 
anonymous said:
No rep types like this with grammatical errors. You gotta be a manager/poacher from the competition acting as someone who left…and that’s coming from someone who knows a person who left and that person has not been able to take all there customers with them and isn’t to happy looking long term
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You're one to talk, with your incorrect their and too. You look like an idiot. No wonder this company is in the toilet with the likes of you out there representing it.
 
anonymous said:
Patterson’s decline began when the CFO became CEO. Decisions shifted from growth-focused to purely financial. The same ineffective leadership stayed in place, and some unqualified people were even promoted. Love him or hate him, Tim was a scapegoat. Software, marketing, and partnerships all failed...just the surface of deeper issues and failed leadership. Cecile, who mishandled the software division, is still here collecting a check. The exclusive Solea deal gave up too much for too little in return. At Patterson, moving up means agreeing with your boss, avoiding original ideas, and doing just enough to not land on a PIP. That's not to say other organizations are without their own problems...the real question at Patterson is will this new leadership recognize the failure of the people who remain and will they remove them from their position? If not, the downward spiral will continue, discounting will get deeper, and compensation will continue to be reduced.
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All true. And the question remains - will the new leadership under new owners see the writing on the wall and course correct or take the typical approach of cutting overhead. We have a basket of incompetents running this place who can't figure out how to grow business or put us on a path toward fixing what's broken. There's not a super long window to grow this company and get it ready for the next PE firm. I think we were told around 7 years originally. Can't be done with the same old tired tricks we continue to deploy. There's still a lot of long term loyal producers waiting to hear some positive news from the top. Some tacit acknowledgement even that they understand where the weaknesses hide would help. Otherwise, more will head for the exits.
 
anonymous said:
No rep types like this with grammatical errors. You gotta be a manager/poacher from the competition acting as someone who left…and that’s coming from someone who knows a person who left and that person has not been able to take all there customers with them and isn’t to happy looking long term
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Well you couldn’t be more wrong. I am out of dental now and do not think I could work for the competition knowing what I know. I gave Patterson my best for a number of decades. It provided well for me and the things I needed at that time. Now I am out and have a fresh perspective on why it all crumbled. Also, you are never are going to take 100% of your customers with you. Many are too deep into the Patterson machine. I don’t think the future is bright along the distribution space. It will never be what it was and if that is what keeps you there, you are selling yourself short.
 
anonymous said:
Well you couldn’t be more wrong. I am out of dental now and do not think I could work for the competition knowing what I know. I gave Patterson my best for a number of decades. It provided well for me and the things I needed at that time. Now I am out and have a fresh perspective on why it all crumbled. Also, you are never are going to take 100% of your customers with you. Many are too deep into the Patterson machine. I don’t think the future is bright along the distribution space. It will never be what it was and if that is what keeps you there, you are selling yourself short.
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Doesn't pass the smell test. There is no escaping Dental Plantation. Apocalypto!
 
Unlike the Titanic, this ship has slowly been sinking for years, and now people are scrambling for life rafts. Only there aren't enough to go around. People were cautiously optimistic after the PSC buyout was announced, after NASM and all the positive rhetoric about investment and change. Then immediately the new Prez, Kristin D. was out with no explanation, and it's pretty much been crickets on everything from the top leadership. Oh wait, except double down on Solea and new customer programs which have been regurgitated for years and offer absolutely nothing compelling to new or old customers. Your longtime faithful producers that have anchored the company for years can't pay their bills anymore and have now lost hope. New ownership and leadership needs to listen to people and respond immediately to correct the issues with Patterson, or they will lose much of their investment. Patterson was once the great full service company in dental. The strong bones are still there and can be fixed if the right things are done.
 
anonymous said:
Unlike the Titanic, this ship has slowly been sinking for years, and now people are scrambling for life rafts. Only there aren't enough to go around. People were cautiously optimistic after the PSC buyout was announced, after NASM and all the positive rhetoric about investment and change. Then immediately the new Prez, Kristin D. was out with no explanation, and it's pretty much been crickets on everything from the top leadership. Oh wait, except double down on Solea and new customer programs which have been regurgitated for years and offer absolutely nothing compelling to new or old customers. Your longtime faithful producers that have anchored the company for years can't pay their bills anymore and have now lost hope. New ownership and leadership needs to listen to people and respond immediately to correct the issues with Patterson, or they will lose much of their investment. Patterson was once the great full service company in dental. The strong bones are still there and can be fixed if the right things are done.
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"The dental industry is littered with the bodies of ex-medical management who thought they could lead the medicalization of the space. Suggest you take a crash course in how dental works and fast before this gets worse."
 
anonymous said:
Patterson’s decline began when the CFO became CEO. Decisions shifted from growth-focused to purely financial. The same ineffective leadership stayed in place, and some unqualified people were even promoted. Love him or hate him, Tim was a scapegoat. Software, marketing, and partnerships all failed...just the surface of deeper issues and failed leadership. Cecile, who mishandled the software division, is still here collecting a check. The exclusive Solea deal gave up too much for too little in return. At Patterson, moving up means agreeing with your boss, avoiding original ideas, and doing just enough to not land on a PIP. That's not to say other organizations are without their own problems...the real question at Patterson is will this new leadership recognize the failure of the people who remain and will they remove them from their position? If not, the downward spiral will continue, discounting will get deeper, and compensation will continue to be reduced.
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I don't understand how Cecile, who inarguably and single handedly destroyed the software business--not to mention dismantled a very profitable business unit (Dolphin) only to suck it into the bland mediocrity that defines the Patterson software division--hasn't been been thrown out on her ear or better yet sent to prison. And all the imbecile drones who "yes" her to death are all still there as well. I question the competency of Patient Square.
 
anonymous said:
I don't understand how Cecile, who inarguably and single handedly destroyed the software business--not to mention dismantled a very profitable business unit (Dolphin) only to suck it into the bland mediocrity that defines the Patterson software division--hasn't been been thrown out on her ear or better yet sent to prison. And all the imbecile drones who "yes" her to death are all still there as well. I question the competency of Patient Square.
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Yes, the software game is badly broken. Yes, Cecille should face the hammer. Scrap Fuse and buy Curve! Seriously, buy Curve. Rip the bandaid off the exclusive Solea blister and let it heal in the open air. Take the L now and chalk it up to the unoriginal stupid bastards who get fired in its wake. Identify who exactly was the brain trust behind Smile Club Direct and Dental Dental failures and publicly fire them as these people are dangerous to our survival. Hire 2 Amazon engineers to fix the pitiful excuse for an e-commerce website making sure customers can see and access real-time inventory across all FCs. Make the dental leadership interview for their jobs. Open their positions to executive recruiters and let CB, JK, KS compete against other qualified talent in an open marketplace. End up with the best dental industry leaders money can buy. Not a team of legacy dim wits or ex-medical washouts who contend the industries are the same. They are not. Fix the sales comp plan. Watch this team cook.

Patient Square isn't incompetent. They bought this pig for the book value of it's broken up components. It'll be sold off in pieces if they can't unlock some value and get it running at a much higher level over the next few years.
 


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