and Healthcare. I ran a P&L in their healthcare division and I have some weird stories of trying to hit quarterly results. I was recent to my position and we had an install to an MRI. The sales team had committed the install and final sale to the quarter and it was May. A good MRI install usually takes two field engineers after the mechanical install a good three weeks to install the unit, if there are no problems.

The project management team came to me and said I had 5 days to install the unit. I’m usually an open minded person and so I worked with my management to see if we could find some resources to have us try an install 24 hours a day. This would require three two men crews to give it a go. Well, we couldn’t get enough team members to do the install, the contractor wouldn’t give us 24 hr access to the site, oh and did I say that this install was in Alaska?


Anyways, the PM group and the sales director told us that we had to get it done. I told them it was not possible anymore.

My two man team started the install in Monday and on Saturday, I got an email saying the install was complete and it had
My engineers digital signature. I called him and he told me he hadn’t signed anything. I started to call around but of course, it was Saturday and no one answered. So on Monday I went around calling people and they started a whole inquiry and started to say my engineer was sand bagging the install and it was his fault.

Anyways, no one got in trouble and it ended up being a reason my engineer left the company. Him a lone was over 3/4 of my years of experience in Alaska. I had to try and build a team up from new.


I left GE after that because I was burnt out from their quarterly shenanigans. For some people, it worked for them but for me, it was too much.