- Leadership on the executive level is a problem. Too many try to lead instead of collaborate for the greater good. Latest sales leader tried his best but it’s clear he’s being leashed due to their short sighted aspirations.
- Dysfunctional directives when it comes to sales strategy. Sales VP wants to create organic relationships with ortho’s to show how the aligner differentiates itself from legacy brands. Leadership seemingly doesn’t like the length of the sales cycle to win over orthos. This leads employees to wonder what the actual goal is when both sides are describing their ideal solution.
- Employee churn is insane. The top level leadership simply think replacing is a solution instead of leaning into training/developement. This leads to distrust amongst doctors and offices. Leadership gave 4 employees roughly 2.5 months post training before letting them go.
- Manufacturing lag times were a huge headache. This was starting to improve but was a struggle to shake that notion from orthos.
- The latest sales leader means well and is doing their best to institute the right ingredients to make things run smoothly. Unfortunately, I’m not sure leadership will give him the time to see that through. When you’re hiring “your own people” then firing them within three months, how much trust does leadership have in you?
