manufacturing specialist

process technician

senior scientist

associate

senior maintenance person

Jubilant HollisterStier

• Restructured Hollister-Stier Laboratories product pricing, increasing profits 15% in one year. Allergy business unit’s profits were low due to discounting and losses on low selling products. Analyzed each product related to sales volume and gross profit. Determined 15 items were sold below cost. Established each of the 15 as premium vaccines, doubled the price, and encouraged doctors to purchase multiple orders, reducing costs and increasing profits.
• Turned around complacent sales representatives, obtaining 105% of Hollister-Stier target sales goals. Veteran representatives were earning significant commissions, but sales were unprofitable for the company. Secured change in representatives’ behavior by encouraging them to sell new business. Altered incentive plan to pay on unit growth/gross profit instead of percentage of revenue. Representatives increased sales by moving doctors to more profitable products.
• Achieved 98% of target sales despite reducing sales force and losing a major product. Company lost one of its major products. Decision was made to downsize sales force to decrease costs and increase profits. Analyzed territories related to individual account potential, total sales, account size and travel requirements. Determined where representatives needed to be located. Reduced force from 18 to 13 representatives and one National Sales Manager. Focused all sales on core profitable products.
• Developed marketing strategy for launching auto injector (Twinject) into wholesale and pharmacy markets. Hollister-Stier had opportunity to launch epinephrine auto injector. Developed entire marketing plan to launch product into wholesalers and pharmacies. Determined target doctors and where to advertise the Twinject. Directed all marketing pieces and convention panels and submitted to DDMAC for approval. Prior to launching, product sold to another company, which implemented marketing plan, and is currently on target with the sales forecast.
• Built region’s nonexistent sales of Muro’s Volmax to $1.4M in one year. Promoted to new position to call on government accounts, DOD, VA, hospitals and managed healthcare facilities. Attained national VA approval of product’s addition to its formulary. Once approved called on each VA decision maker in Texas, Mississippi, Kansas and Tennessee for their individual hospital’s acceptance and utilization of Volmax.
• Negotiated new military contract for Hollister-Stier, turning a losing contract into a winner. Prior to joining company, military contract had not been managed. There had not been a price increase in five years. Company was losing $100K annually on the contract. Met with contracting officers and chief allergists at Walter Reed Hospital. Won a new two-year contract extension with new prices. Military contract became profitable for first time in five years.

A lot depends on the department you work in, but here is my personal experience.

The department I worked in was a disaster. The management was terrible, most everybody does nothing but complain even if they make $30/hr with good benefits, the aseptic practices are a joke, there's tension in the department that you could cut with a knife, the work environment is metaphorically toxic, there is no communication between departments that are crammed in shared small work areas, and most do nothing to try to remedy the problems, especially not management. When an employee does speak up to try to resolve the issues, it gets ignored.

As a company, they are very reactive rather than proactive, which has led to irresponsibility and dangerous situations. The results have been literal fires in the building and employee injuries. They take no responsibility and put inept people in supervisory positions who can't even use the words "via" or "gander" correctly. When they do finally put someone who is intelligent and capable in a supervisory position, they silence them by having their supervisor telling them "no" on things that could be extremely beneficial to everyone in the department and streamline pointless redundancy in production processes. The safety department is the only proactive part of the company and are fantastic people who take their job seriously. Go safety!

Once you've separated from the company, make sure to double-check your final paycheck and recalculate it yourself. You may find yourself seeking legal advice.

Review of manufacturing schedule to ensure appropriate environmental monitoring sampling and quality oversight for multiple filling lines. Communication and time management skills constantly challenge as manufacturing schedule can change due to multiple variables. Evaluate skill set of analyst as well as equipment resources to meet the regulatory requirements for production of injectable pharmaceutical products.  Daily update to upper management on any quality issues.

Working in a Custom Manufacturing Operation for several major clients in the pharmaceutical industry was indeed a challenge. As different product were manufactured at the facility, each still required to meet the regulatory standards for not only US standard, but Europe, India, Japan and other countries.

The technical personnel that work at JHS were hard working, professional and well aware of the importance of their work to provide a high quality product for patient. These people were enjoyable to work with.

The drawback of working at a CMO facility is that the client demand can over extend the facility resources both in manpower and equipment. This often leads to more overtime than most personnel want to work.

This was a job I took that had nothing to do with anything I had done in the past. Every item involved with this position required complete and correct documentation which at some time be reviewed by the FDA. Very intense documentation and procedures that allowed for no deviations. With that said, one of the toughest jobs I have had. From the very beginning I asked myself is this the job for me. After working there for four years I realized it was the people that made it work. You needed to not only watch what you were doing but watch what other people in your area were doing and help each other out when it was needed.In this environment it only worked if you all worked as a team.

JHS is a company that always strives to be ahead of the current FDA trends and holds GMP compliance in very high regard.  I had the pleasure of working in multiple departments with many roles, and each one taught me valuable lessons in pharmaceutical production and quality control.  The feeling of teamwork was probably the most enjoyable part of the job.  The only thing I would change would be to have a stronger promotion/advancement policy.  It is somewhat difficult to get the qualified and deserving employees the promotions they deserved.

The only good point of this job is the pay, which is quite good compared to most other jobs right now. Everything else is a mess of toxic office politics and later climbing. If you haven't worked here for 10+ years, you're treated like an ignorant child who has never worked anywhere before. Management constantly pushes you to go faster and do more so they can cut headcount and make their teams more lean, and nevermind if someone needs a vacation. HR is useless if you're struggling with the work or culture, they literally tell you to medicate yourself to handle the stress. 

VERY shady company. Much of the time (from the start) people just kind of lie to you or they have no clue what they are talking about. If you actually get a job … good for you. if you don’t just move on. Very inhuman place to work, they treated me like a second class worker for the most part. Sort of professional too. Very much a rubber stamp job, basically have to know someone who is already working there to get a job and that isn’t a guarantee. Everyone is so “nice”,  but under the surface is an insidious working body of people. Very little communication provided.

What is the best part of working at the company?
You get to meet really wonderful trainers and some people willing to help you with getting roles in the company.

What is the most stressful part about working at the company?
Supervisors are hard to get ahold of.

What is the work environment and culture like at the company?
Work environment and culture are great because you got people who genuinely want to be there. They enjoy the job and are willing to offer a helping hand if you need it.

Expected Management to all have the same training techniques but did not. Part of Management is very helpful, understanding and willing to work with their employees as well as listen to new ideas for improvements, but other groups are the complete opposite, and expect too much without making sure their group is properly trained.

JHS is a growing, thriving international company that manufactures products to increase the quality of life for so many. I feel honored to be a part of something so important. 
JHS is open to learning and training opportunities. The training supervisor is supportive to ideas that support the overall organization, at the same time, watching out to make sure each trainer maintains a positive, healthy life/work balance.

Top Job Titles	Average Salary
Manufacturing specialist 11 salaries reported	$36.02 per hour
Process technician 7 salaries reported	$25.00 per hour
Senior scientist 5 salaries reported	$35.62 per hour
Associate 11 salaries reported	$26.54 per hour
Senior maintenance person 4 salaries reported	$33.82 per hour

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