Strange Experience - Project Manager bei MMS Holdings: Mitarbeiterbewertung

2,0
15. Feb. 2026
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CEO-Befürwortung
Geschäftsprognose

Pros

Co-workers were functional experts and delivered timely work.

Kontras

Was dissuaded almost to the point of apprehension to follow up with functional groups as "they are the experts" and expected to meet timelines and know their business. This is not the way I have managed at other companies where I kept myself in the dark and assumed things were going great until I heard otherwise. At the sime time was being asked questions I had wanted to follow up for my own knowledge to begin with. Push is for PMs to enter new business opportunities, conduct KOMs, log revenue and move to next project, create basic project plan and timeline and resource, conduct KOM and move on, repeat. No actual FTE to manage the project post KOM hardly at all. Assigned about 25-30 studies at a time to conduct KOMs with, take revenue and have about an hour a week budgeted to manage. Poor onboarding where shown new processes once or twice then felt like a bother to even ask again after that in the beginning. Really should give it one star but Co-workers were good.

Mehr Bewertungen zu MMS Holdings entdecken

5,0
30. Juni 2026
Mitarbeiter (anonym)
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CEO-Befürwortung
Geschäftsprognose

Pros

The work/life balance, the community our team creates, the opportunity to have your ideas not only heard, but implemented, and how much everyone truly cares not only about the bottom line of helping patients, but helping each other.

Kontras

Can't think of any cons!

1,0
13. Juni 2026
Mitarbeiter (anonym)
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CEO-Befürwortung
Geschäftsprognose

Pros

Pros MMS has a real opportunity to reset under Ben Dudley’s leadership. His commercial and scaling experience could help modernize project management, which appears to be struggling due to weak governance, unclear accountability, and inconsistent leadership.

Kontras

Cons 1. Project management leadership is a major concern. The group appears to struggle with weak delegation, poor collaboration, and unclear ownership, which creates friction for business development and sponsor-facing teams. 2. PMs are held accountable for delivery without clear authority to make decisions, manage scope, escalate risks, or apply contracted resources effectively. 3. The PM operating model needs to be rebuilt. Red KPIs, margin pressure, turnover, and cross-functional tension point to leadership and governance issues.

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