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      "text": "The overwhelming sense in the company is they are fudging the numbers. I couldn't really get a sense whether that - basically, they're clouding, obfuscating, fudging the numbers around two things: how many patients are on drug at any one time and what is the discontinuation rate.",
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      "text": "“Overwhelming” internal sense at Harmony that they’re “fudging the numbers” re new patients starts and discontinuation rate; compensation structure “deviates from anything I’ve seen in specialty pharma”; reps have no visibility into number of patients on drug in their territory – “never seen that before in a pharma company” – no any incentive to keep them on",
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      "text": "Q: “So, you’re saying you get the form faxed in. So, you get the doctor to write the script.”",
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      "text": "A: “Yup. So, 70% is just getting the form sent in. I don’t know if this is true, but I think maybe it may come on their earnings calls, they are referencing the number of patients that have formed new starts that were faxed in. So, they’re using that as a bellwether for a proxy for success. In the compensation structure, there is no component of the bonus tied to overall volume. So, the sales consultant have no skin in the game to keep a patient on drug, and, even more importantly, no sales consultant has any transparency or visibility into how many patients are on drug in their territory. I have never seen that before in a pharma company.” – Ex-Harmony territory manager for a large region in the northeast",
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      "text": "A: “The overwhelming sense in the company is they are fudging the numbers. I couldn’t really get a sense whether that - basically, they’re clouding, obfuscating, fudging the numbers around two things: how many patients are on drug at any one time and what is the discontinuation rate. Nobody that I talked to is privy to those numbers. What I thought was really interesting because it deviates from anything I’ve seen in specialty pharma - the compensation structure to the sales consultant is as follows: every quarter, the number of patients—let’s average it at 15 new patients per quarter, so brand-new, novice patients to the drug. They have to get 15 forms faxed in for benefit verification to initiate therapy.”",
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      "text": "Source: Scorpion Capital consultation calls with experts",
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      "text": "Another ex-territory manager stated that the comp plan “deviates from anything I’ve seen in specialty pharma” and explained the perverse incentive it creates to get patients on drug even if they’re not on label, with no incentive to keep them on it: “the sales consultant have no skin in the game to keep a patient on drug, and, even more importantly, no sales consultant has any transparency or visibility into how many patients are on drug in their territory. I have never seen that before in a pharma company.”",
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