When I took over the indirect markets business at Omnicell, the first thing I did was call a quarterly business review with every distributor

When I took over the indirect markets business at Omnicell, the first thing I did was call a quarterly business review with every distributor.

Half of them had never had one before. They'd been receiving orders and shipping product for years with no structured conversation about performance.

One distributor in the first meeting told me they'd been sitting on three warm accounts for six months because they weren't sure if Omnicell wanted them to pursue hospitals directly or wait for a referral.

Six months of pipeline sitting idle because nobody had written down who was supposed to do what.

The QBR didn't just review performance. It surfaced the things people had been quietly assuming for years.