lol..Al .. I'm not going to post to back up what you believe.....

lol..

Al .. I'm not going to post to back up what you believe.. aren't you supposed to be able to back up what you post ..??

the headline here is there has been no "churn" of any significance outside the CEO/CFO/BOD all who for the multitude of reasons detailed many times had to go.. been covered ad nauseum so.. likely we disagree 100% on that so lets leave that and move on .. re the other people in the Co if you know something different about them I'd be happy to hear from you..

in your post today..

It's not necessary to churn everyone ( have they done that ..?? ) it just causes more uncertainty, destroys motivation, and translates into results.

A good manager/leader doesn't need to churn the team
A good leader can lead, listen, address uncertainty, build trust and motivate so they don't need to churn staff
A good manager takes the staff they have, builds trust, motivates them and gets the most out of them and gets tangible results.
If people leave its not because they are fired or removed; its other personal reasons

so who are you actually referring to... which staff ?? or by staff you mean BOD ..?? staff are the workers yes and they need the support and motivation that you mention .. with all the change management established from PB there is now operational focus and interconnectivity between various "departments" providing info and support .. all new from before..

re actual staff.. there have been some changes but not many as far as leaving ( been more employed to fill in gaps Co had with the restructure ) .. most of the changes re existing staff are they have had new job tasking than been removed or left.. otherwise the vast majority of staff are still there including most of the KAE's so there has been continuity and low "churn" ... not high as you say..

re future changes that may be needed, PB MG have established KPI's throughout the whole Co.. ( never had this before ) so if people are unable to perform they will be moved on and no doubt that has already occurred .. thats not churn, thats management.. I would think thats what everyone would want from top management and so as needed, more changes I would expect to come over time... nothing to see here but standard running of a co professionally...

re the last change, yes the sales manager Tim B is now gone.. announcement said he left for other opportunities so .. change happens.. it would seem thats not something you like.. the question is always is the change a value ad... the new guy appears to be another step up for where the Co is and what it needs.. Tim B established multiple systems and structures from scratch for the Co to have an effective sales system, strategy and control which continue to be operational today and provide oversight and tracking of all aspects, these provide support throughout sales and the Co at large with that interconnectivity, these are all "new" as said and continue to be utilised with the KPI's. The new guy Scott is more a hands on out in the field operator with KAE's ( from his start up Co experience and in breast health) .. again continued improvement of support to get the results required..

I would sum up that as soon as you realise just how hard it actually is to get a sale no matter what we on here think.. perspective on all things would change.. I ( like everyone ) got it wrong about the speed at which sales would come.. medical world has had different ideas...

you know you can always reach out to investor relations and ask questions you may have.. I highly recommend you do that.. have you ever spoken with anyone in the Co ..??

5 weeks till 4c

cheers ..