Recent downsizing thoughts

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anonymous

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It appears on the surface that the GW acquisition was a bust. Additionally, shedding marketable assets may not have been the smartest move either even if we were competing with ourselves as numerous pharma successfully master. The bottom line is we are not ready to play with the big boys. The BOD and the Executive Committee are not ready for prime time - except on an earnings call to fool shareholders.
 




Play with the big boys? You thought that was a possibility? What is innovative about jazz? The cornerstone of the company is a 25 year old GNC supplement with a REMS program. Jazz has never innovated anything and it’s a second rate marketing machine. That’s not a recipe for success in todays biopharmaceutical environment. The fat guy doesn’t have a clue.
 


Jazz' value to shareholders is based on EPS yr/yr, historically. With the GW bet and not seeing the epilepsy revenues attain forecasted (imagined) levels and taking on all that Operating Expense - the 2023 budget is not delivering what is expected in EPS growth - so cut expenses and headcount. The Hem Onc is slow growth business for 2023. And big questions around Xyrem/Xywav and generic entrants. The EPS will not grow as expected in 2023 and afterward. More cuts to come.

Poor decision making, shitty forecasts, and suboptimal talent. Jazz - yesterday's products at tomorrow's prices!!
 


anonymous said:
Jazz' value to shareholders is based on EPS yr/yr, historically. With the GW bet and not seeing the epilepsy revenues attain forecasted (imagined) levels and taking on all that Operating Expense - the 2023 budget is not delivering what is expected in EPS growth - so cut expenses and headcount. The Hem Onc is slow growth business for 2023. And big questions around Xyrem/Xywav and generic entrants. The EPS will not grow as expected in 2023 and afterward. More cuts to come.

Poor decision making, shitty forecasts, and suboptimal talent. Jazz - yesterday's products at tomorrow's prices!!
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Amen Sista!
 




Jazz - never have so many done so little with so much. This company never recovered from the s-storm of Sunosi. Doctors were telling us time and time and time and time again there was NO NEED FOR THIS DRUG. But leadership heard none of it, and marketing just flat-out lied about its potential. And here’s the kicker. The, ahem, marketing “leader” they brought in to launch the product totally screwed the pooch. But did Bruce fire her? Of course not. They blamed market research, threw 3 insights leaders out on their asses as scapegoats, and PROMOTED the marketing lead to VP.
 


anonymous said:
Jazz - never have so many done so little with so much. This company never recovered from the s-storm of Sunosi. Doctors were telling us time and time and time and time again there was NO NEED FOR THIS DRUG. But leadership heard none of it, and marketing just flat-out lied about its potential. And here’s the kicker. The, ahem, marketing “leader” they brought in to launch the product totally screwed the pooch. But did Bruce fire her? Of course not. They blamed market research, threw 3 insights leaders out on their asses as scapegoats, and PROMOTED the marketing lead to VP.
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This is the part I can never understand. The entire sleep franchise is in the toilet mostly due to terrible decisions from marketing and she somehow keeps failing upward.
 


anonymous said:
It appears on the surface that the GW acquisition was a bust. Additionally, shedding marketable assets may not have been the smartest move either even if we were competing with ourselves as numerous pharma successfully master. The bottom line is we are not ready to play with the big boys. The BOD and the Executive Committee are not ready for prime time - except on an earnings call to fool shareholders.
Click to expand...

get ready for another buy out
 



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