3 project managers in less than 2 years so what does that tell you?
Pros
lots of snacks and lunches
Cons
CMO gets upset about the position of her name in an email list; it has to be first and direct (no cc). CMO actually demanded more than 5 rewrites of internal project team meeting minutes (not even for things that were incorrect, for silly things like "cyno" instead of "cynomolgus"), even nearly 2 months after the meeting; when told by own management it was enough and to just finalize them already, the CMO and her lookalike, actalike report continued to mischaracterize this and to bring this up 11 months later at 15+ person meetings to say that "some people around here won't correct mistakes in minutes when they are wrong" and formed part of a basis to get the person fired or force the person to quit. CMO tried to impose a STYLE GUIDE meant for publications and Regulatory submissions on internal project team meeting minutes. CMO lures a person whom she wants to force out or orchestrate the firing of into meetings with that person's boss for the purposes of "talking about meeting agendas" and then proceeds to hand out multiple copies of internal project team meeting minutes completely covered in "corrections that weren't done" like "cynomolgus monkey" instead of "cyno" or "monkey" as a public performance review meeting when the CMO doesn't even supervise the target. (CMO also required her report to make these copies and to be present in the agenda-discussion-turned inappropriate public performance review meeting of the PM who reported to, I repeat, someone else). CMO took it as a personal affront to both her and her direct reports and made PM a target for firing or forcing out when PM proposed improvements to the archival system and attempted to implement PM methodologies THAT PM WAS HIRED TO DO (CMO's report had set up those systems as a stopgap). Project managers are made to do the math (literally addition and subtraction) for spreadsheets that are the responsibility of other departments or slides for other departments when those people make confusing, unreadable slides or simply don't provide them for internal meetings and any pushback (as in, this is your responsibility and we're all busy so please do your own work) is deemed as "deeply disappointing" and a "extremely poor attitude" by the VP of PM and grounds for poor evaluation. In other words, any work that someone else doesn't like to do or thinks they don't have time to do is PM's responsibility and they're not free to say no. The CMO nor none of her reports participate in setting nor tracking project goals (CMO claims "I don't understand what you mean by goals" and CEO let her get away with this). CMO lost an MD project lead in 7 months and a clin ops lead in 2 months, yet CEO made no attempts to clamp down on increasingly bizarre demands, bullying and non-participation in standard business practices like cross-functional coordination, cooperation, goal setting and tracking, risk analysis, integrated development planning. Oh, they actually haven't proven the concept for anything and so can only run Phase 1 stuides in certain countires that let you experiment on people without proof (like Australia and a handful of European countries) so when you get there, you find out that you're expected to project-manage RESEARCH. Which if you're a real project manager, i.e., someone who has worked in development, you know cannot be done because 1) researchers refuse to work with project managers and complain about them 2) research doesn't conform to a timeline 3) research doesn't conform to a plan 4) research doesn't conform to a budget.
