Family-like atmophere in the Sacramento District
Sr. Medical Marketing Representative (Former Employee) – Stockton, CA – September 1, 2015
The Sacramento District had long tenured reps, half had 10-26 years working for Purdue. The other team members had 2-5 years' working with the Purdue family.
Up until two years ago, I personally knew members of upper management, from the Vice President of Sales and Marketing, down to Regional Managers and many District Managers. And I knew even more sales representatives, many of whom have been with Purdue for many years.
Purdue, privately owned, was a leader in pain management. Purdue hired the best of the best. Many in the sales force were veteran reps that had much success in previous drug companies. And we all collectively had a passion for selling our opioid pain medications and the principles of pain management, and that influenced new reps who joined Purdue. There was a feeling among Purdue reps that our sales force was the best in the industry.
Yet Purdue didn't feel like big pharma; it felt like a family business.
Two years ago, management changed with new people who in big pharma. Changes were instituted that turned Purdue into more like big pharma, which was intended to ensure Purdue can "compete, win and grow" going forward.
Family like, family-run company. Purdue's compensation package were one of the highest in the industry, and it included a pension. Purdue is a market leader in pain management, new products being launched every few years, there were many opportunities for growth and advancement.
Selling = Compliance, More compliance processes added to sales activities; selling much more difficult.