image CHAPTER 6

The Turnaround Challenge

“Get in there and stop the bleeding,” Debra Silverman was told. “Then you can figure out where we should take this business.” As the newly appointed general manager of InovaMed’s FemHealth business unit, Debra knew this was going to be a challenge. FemHealth had been launched three years earlier but had failed to gain much traction with its physician customers or to justify the substantial investments the parent company had made in the venture—and unacceptable losses were mounting. As a result, Debra’s predecessor, who had been the driving force behind the creation of FemHealth, had been let go. Now it was Debra’s ...

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