Revvity Reviews

Revvity appears to operate with a short-term, quarterly-focused mindset, which limits it’s ability to make effective long-term strategic decisions. This lack of forward planning impacts both business outcomes and employee development. From a sales perspective, there is a notable lack of structured, high-quality training. While the company emphasizes productivity and “upskilling” there is minimal investment in formal training programs. Instead, managers are often asked to replicate past training from their own experiences, which leads to inconsistent and less effective development opportunities. Over time, resources available to the sales team have been reduced, while expectations and workload have increased. This imbalance is particularly evident in the growing amount of administrative responsibilities required of sales representatives. Many of these tasks—such as detailed logging and reporting—are inefficient and detract from revenue-generating activities, despite the company’s stated goal of improving productivity. Operational challenges during the PerkinElmer divestiture and subsequent rebranding to Revvity further impacted the sales organization. Invoicing disruptions and accounts receivable issues were ultimately pushed onto the sales team, creating additional administrative burden outside of core responsibilities. Compensation and recognition have also been concerns. Despite taking on stretch assignments and increased responsibilities, there has been a lack of corresponding merit increases, which can negatively affect motivation and retention. Leadership within the division presents additional challenges. The current director’s background is not rooted in sales, and the division is often managed with a project-management mindset rather than a strategic, customer-focused sales approach. This has led to excessive micromanagement, reduced trust in employees, and decreased autonomy in the field. Additionally, cost-cutting decisions—such as no longer covering home internet expenses for field-based employees—signal a lack of investment in the tools and support necessary for success. Overall, there is a perception that the organization is not investing in its people. Employees may leave with fewer skills, reduced confidence, and increased stress compared to when they joined, which raises concerns about long-term talent retention and organizational growth.

Prioritization of work within and between business units is sometimes quite difficult, in part due to last minute ad hoc requests.