Example #1: "the problem with USS has always been the agents that sell for them." Has anyone ever wondered that maybe the problem with USS was not the agents but the people that managed and ran the company? How do you recruit a Tier 1 distributor with an incomplete portfolio? Which leads to the next example.
Example #2: "the gun is great, but the rep/Dr must understand how (and I will clean up the grammar) it should be used and when it should be used." So as the inventor of the product, and the company that is distributing the product, isn't the onus on your shoulders to create a comprehensive educational/clinical platform (has anyone learned anything from Synthes or NuVasive) so that the distributor and/or the surgeon can understand how to effectively sell or use your products?
Those comments are a blatant indictment on the incompetence of the people that ran this company. Wasn't Paul Sendro the savior based on his experience with Blackstone and his bio as a USS Board of Director? I guess he learned at Vertebron and USS that you can't make Beef Wellington out of bullshit. But then, would we expect otherwise, considering that we have become a society that shuns accountability, while applauding and rewarding bad behavior (the Christian coalition should love that statement)? One has to wonder, what is a company the size of USS up to when they had fifteen surgeons on their Medical Advisory Board? Just because you have come up with a new pedicle screw design another piece of plastic, or a facet gun doesn't mean your product is an outlier. Nor, does it mean the market for that product is as big as you believe. Many people genuinely feel that just because they invented a product (me too no less), that their baby is beautiful. Unfortunately, the reality is that your baby is just another average child, with average performance grades and SAT scores. Maybe some of these people should get off their fat asses and go out and travel with their distributors, get into surgery and learn something, and listen to the diverse clinical opinions and financial challenges that exist today. How quickly many of us forget that if you started in this business in the 80's and 90's there weren't as many company's and equivalent products that have glutted the market. Until management understands that people are not a commodity, but an asset, and that loyalty means not firing someone that was 100% of quota over the past two years to bring in your friends will this industry ever change.
So TSB wants to know is it US or THEM?