The company had the right idea in concept. We had managers and VP’s who oversaw regions with zero growth for many years. They had to reduce the levels between the C-suite and the customer.
The only problem is that the system they put in place was even more ill-conceived than the old system. The wrong people are in the wrong roles. Engagement is a joke and a total waste of money and resources.
Deb and Peter jumped into this without any understanding of US Field Ops. When a company engages in such a radical transformation, it had better understand how the company functions, and it had better put leaders in place who inspire confidence.
These two have absolutely no clue, and they couldn’t inspire a bear to sh– in the woods. Teresa Carroll was an infinitely better leader than Deb and Peter who are now leading us on a death march over a cliff. If one thing is true about Kelly, it’s that poor leaders always find their way to the top.