associate director

director

scientist

senior scientist

associate scientist

Bristol-Myers-Squibb

Well we laugh and joke around with our fellow co-workers and reminisce and most of us are happy people by nature so that's what keeps us going but as for everyone else you can tell they're stressed out and hate whats become of the company but I guess they feel like they have no choice due to their ages and lack of talent or physical capabilities...Of all the people that are still here they're only 3 others with the drive, passion and talent to make any company pertaining to design and printing thrive. I'm positive they will leave if an opportunity presents itself...We love to think of ourselves as The A-Team.

As for what I've learned well when it comes to printing everything I've learned is because of my drive to be better at everything I do and having the opportunity to do so while being an employee here...Microsoft Office and Adobe for MAC and Windows is what I learned here over the past 10 years working hands on with in my spare time and learning on the job due to dealing with electronic files 98% of the time since I started working here but I do occasionally work from hard copies that need to be scanned for records keeping which is something we started doing here a lot lately.

My manager is amazing but his hands are tied most of the time with getting the necessary equipment to make us more efficient so we have to do what we can with the primitive equipment we have...I'm a person that's intrigued with technology and try to push for anything that comes out to make us as a team and company ahead of the game but it just doesn't seem like they care to invest in a business that is suppose to be our bread and butter so it's asinine to me...So we end up using more man power due to not having the machines that would eliminate pulling people away from what they're suppose to be doing and as a result we get backed up sometimes on deadlines which personally makes me voice my opinion when it happens.

The hardest part of my job is knowing what I've seen us become knowing what we could have been...I live a stress free life and I try to keep my fellow co-workers and people in general upbeat and let them know it's bad but it can always be worse because there's always someone doing far worse and would trade places with you in a heartbeat.

The enjoyable part of my job is interacting with my co-workers and making them laugh because I'm comical and I don't know how to survive without laughter and making others laugh because I'm a people person and for some strange reason people have always gravitated towards me no matter where I go...I guess I just have an inviting presence.

I am a results-oriented leader with a proven record of achieving objectives in a Fortune 500 environment, and a highly effective project manager with experience leading multi-functional teams in both a direct and indirect leadership role. Excellent technical and analytical skills, organized with strong attention to detail and deadlines. Demonstrated ability working at all levels within an organization including effective interaction with executive management. 

I  have extensive Bio-Pharma experience working in the SAP space as the overall managing director accountable for project deliverables executing on all SDLC phases while incorporating Global legacy systems master data into SAP since 1997 and building master data governance solutions on top of SAP.  Although I left BMS as a Director of Corp IT, I have worked at many levels and can work as a project manager or lead enterprise 'data' projects.
I led 3 Data Services affiliated with SAP:  1. Data Migration services with 12-15 projects running simultaneously, 2. Active Data Governance Bolt-On solutions for both Material Master data and Financial data and 3. Electronic Data Archiving solutions. 
I founded BMS’ Data Migration Competency Ctr. and built it from the ground up.  I expanded the DMCC to also include Data Governance and Data Archiving solutions. Prior to starting the DMCC, I managed the SAP Sales & Distribution team and have many years of SAP experience building interfaces and migrating data in and out or both R/3 and ECC 6.0.
As the overall lead of ‘Data’ related projects, I was responsible to promote my services across the business community, estimate new projects, document requirements, staff up and ramp down resources, set priorities, coach and develop new leaders, manage backend DB and Application issues and build disaster recovery procedures. I developed the DMCC suite of documents and formed boiler-plate templates for all projects to ensure consistency across my team leads and to ensure compatibility with SAPs promote to production standards
To reduce cost, I developed an off-shore team in Bangalore, India staffed with 10 resources off-shore and 10 on-shore. Over the past 8 years, I was accountable for delivering approximately 160 migration projects, all at 99.9% defect free with a proven methodology.  I was also accountable for two Active Data Governance applications (SAP Materials and SAP Financials), and several Data Archiving projects.

In my experience as a key leader for a merger / acquisition, BMS did not walk their talk. BMS transition leadership continually stated that they “care about their new, incoming employees above everything else,” but at the end of the day, it was impossible to get critical resources needed for success. Instead, inexperienced leaders micromanaged (usurping even more time) instead of acting as leaders—providing important culture transition training & trust building, despite their having 6 months available to do this prior to the transition activities getting under way. It is well understood that when leading a M&A, helping employees of the incoming organization transition to the acquiring company’s culture is critical to the success of any merger / acquisition. However, BMS leaders made zero attempt to do this. Instead, they micromanaged us, withheld critical resources we requested, and pushing us to burnout or near burnout. How did they do this? They put a ‘High Potential’ (aka inexperienced, but smart) leader in charge of our high stakes transition as a ‘learning opportunity.’ This was a critical error. Ill equipped for the role, this individual micromanaged &  pushed key transition team members of our (the newly acquired) organization until they became ill and / or reluctantly felt the need to resign. 

In other words, they said what we wanted to hear, but behind closed doors, BMS leaders made decisions that were personally and professionally devastating to staff. And these were individuals who put their personal lives on hold, dedicating themselves to the success of the transition by working up to 20 hours a day  or ~100 hours / week. And this is not an exaggeration. 

I question the integrity of any organization that would allow this to happen. 

Bristol-Myers is one of the better companies that I have worked for. The benefits are generous, most employees are nice, and the company makes a conscious effort to keep employees engaged and focused on the company mission. 

Management within a particular group is another story. Many of the managers have little to no leadership skills. They would likely not be managers in NJ or at another company. There are some areas who are focused on promoting from within their group, even though those selected are not qualified for the role. 

People were pushed out or fired for not getting along with the right people. The reasons used to fire those people could have been applied to at least 2 or 3 others in the group, but because rules are applied selectively, only a few were fired and had their careers impacted. 

There is a noticeable disparity in workload per associate. Some associates work tirelessly, and have no work life balance. Others barely work 35-40 hours per week, and spend their days on social media, scrolling through their phones, or chatting and walking around. In other companies, management would take notice of this and make an effort to balance the workload, or push out those who don't perform. Others were given impossible workloads, with no support and then subsequently fired for not performing.

Knowledge gained is limited because most of the managers are not strong and don't have the skills needed to impart knowledge to their direct reports. 

Growth opportunities are limited in Tampa, and often focused around "grunt work". I don't see more roles being transferred from NJ, but I am not sure that would matter, though, because the groups that have openings don't have strong leadership that is capable of helping their people grow or progress in their careers.

Most researchers for BMS are mid-career professionals with years of experience. As a twenty year old, it can sometimes be difficult to make friends since the average age is so large. A typical day of work is either meetings, novel research topics, vendors, and presentations or focused research and infrastructure work. The hardest part of the job is the tendency for the company to want to differentiate itself and its software infrastructure from competitors and simplify the experience of complex theoretical or analytical techniques for ease of use, which leads to assumptions. I learned the emphasis placed on documentation and clean UI, though I prefer to generate scientific command-line interfaces over web interfaces. The most enjoyable part of the job is the banter and conversations at lunch I had with my groups, I found it fulfilling and satisfying to keep the group together, though it always feels like people are talking over my head instead of talking directly or being friendly. Maybe there's something socially awkward about scientists to begin with. The management is strong and firm with its deadlines and expectations are expectedly high in a post-grad bleeding edge organization supporting urgent medical needs. It's a tough company.

A typical day involved providing enterprise desktop and infrastructure support for end users across a highly regulated pharmaceutical environment. Responsibilities included diagnosing hardware, software and network connectivity issues, supporting remote users and ensuring systems remained operational so employees could perform critical business functions. During my time there, I gained valuable experience working within a large scale enterprise IT environment and supporting technologies such as AWS, fiber networks and corporate endpoint systems.

Management was generally supportive and focused on maintaining operational stability, especially during the COVID-19 period when technology support was essential for remote work and business continuity. The workplace culture emphasized professionalism, collaboration and maintaining high service standards in a fast paced environment.

The most challenging part of the role was managing urgent technical issues while ensuring minimal disruption to business operations, particularly during large hardware replacement initiatives and remote support demands. The most enjoyable part of the job was troubleshooting complex problems, helping users remain productive and working alongside knowledgeable IT professionals in a mission driven organization focused on healthcare innovation.

I spent a few years at the Phoenix facility and honestly don't think i learned anything new. Training and development are non-existent. Management is an absolute joke and they routinely hire their own friends. It makes the leadership teams particularly toxic. There are multiple people in the SLT that truly have no idea what they're talking about - leading to incredibly dumb decisions that floor level employees can tell are going to cause problems. The focus is on running the lines to failure - not taking the steps to actually fix stuff. The Phoenix site prefers the band aid method and "how can we use the SOP grey area to our advantage?" But if you speak up about the poor decision making... prepare for your paycheck to be negatively impacted. The recall that happened not too long ago? It was completely preventable - if only leadership would put QUALITY over their paychecks. There were literally pictures of leaders toasting with whiskey and cigars while floor level employees were completing critical media fill inspections on overtime! You'd think the leadership would at least be on-site during that time for moral support after the previous media failures. But nope. Long story short... the multi-million-dollar expansion project that the employees worked so hard for was suddenly scrapped and the facility is being divested. Trust me, employees know EXACTLY who is to blame for it. 

Bristol Myers-Squibb was a great company to work for.  It offered a great deal of benefit to their employees.  In the time that I was at the company, I was able to utilize computer/application skills that I wasn't able to any other companies.  Although I used Microsoft products most of the time, in other company, the level of expertise in Excel and Access gave me greater opportunities to formulate and distribute reports quickly.  

The company promoted team building as well as discussions to make things better.  It encourages employees to offer solutions to operating procedures that could be done better.

Another nice thing about BMS is that it is a strict encourager of volunteering services and I had the greatest opportunities to participate in providing school supplies for underprivileged students, working with United Way to provide reading kits to children in hospitals in the community, and also to provide Christmas/ Hannakah gifts that were given to children around the holidays.

They matched our 401K contributions up to a certain amount of money, they help with having a Childcare service right on the premesis and an onsite cafeteria.  We also had the benefit of having vendors ranging from farmers' markets to expensive jewelry and clothing.  

I got to work alongside a lot of nice and professional individuals.

What is the best part of working at the company?
I worked as a consultant Project and Program Manager. Some companies don't allow consultants to manage the budgets of their projects. Since this is a key metric of success I find that policy ridiculous. At Bristol-Myers Squibb (BMS)  I was allowed to manage my budget. In fact, I was expected to. How refreshing!! Also, the collegial and inclusive nature was great. I would have given five (5) stars except BMS has a limit to the length of time consultants (staff augmentation) are allowed to work there. This is one of the stupidest policies ever.

What is the most stressful part about working at the company?
Some groups/managers can be very controlling when it comes to allowing Project Managers to define and develop their own WBSs and manage the level of granularity of their plans. However, this varies by group.

What is the work environment and culture like at the company?
Collegial, academic, and professional.

What is a typical day like for you at the company?
There is a weekly cadence to the meetings. For a Project Manager meetings are the way to stay connected with the various groups you work with. Mondays and Tuesdays are times to engage with key team leads and collect updates on activities. Wednesday and Thursday are days to support forward progress and risk mitigation / issue resolution. Fridays are a sweep up of what remains incomplete and to prepare and publish status reports.

What is the best part of working at the company?
Great, rewarding projects. I was able to feel fulfilled in the work that I did.

What is the most stressful part about working at the company?
There is insufficient resources and talent. There is the erroneous mindset that we can do more with less, and that's not scientifically possible. People are burned out and often do the jobs of multiple people. Roles and responsibilities are not clear. While the pay is significantly higher than most other companies, it does not sustain motivation over the long-term. Also, leadership professional development is strongly needed to better help teams govern change. While their DEIB initiatives look great on paper, they lack "tangible" DEIB outcomes because leadership uses DEIB as more of a checkbox than real sustainability for the company.

What is the work environment and culture like at the company?
The work environment is fast paced, systems are outdated or inefficient, and teams lacks resources/sufficient talent. The culture is political and hierarchical.

What is a typical day like for you at the company?
Working from 7am to 9pm CST most days. Back-to-back meetings, daily. Most meetings are about how to approach future meetings (the meeting before the meeting). Trying to influence others to do their part or deliver on project tasks, and carving out time to work on my own tasks.

Top Job Titles	Average Salary
Associate director 24 salaries reported	$181,155 per year
Director 20 salaries reported	$221,300 per year
Scientist 4 salaries reported	$142,829 per year
Senior scientist 6 salaries reported	$157,843 per year
Associate scientist 7 salaries reported	$93,559 per year

Working at Bristol Myers Squibb: Company Overview and Reviews

Bristol Myers Squibb

Bristol Myers Squibb Ratings

Popular jobs at Bristol Myers Squibb

Salary Satisfaction

Job Seeker Tools

Employer Tools

Browse

Stay Connected