45 Days Waiting: Serious Privacy Concerns, Medical Errors, Delays, and Poor Leadership
I usually do not write negative reviews, but the Lincoln clinic ultimately compelled me to share my experience in hopes it may help others before committing to their services.
What began as a simple customer service issue eventually appeared to reflect deeper concerns involving leadership standards, staff training, accountability, and organizational culture.
The first serious breakdown occurred when medication intended for another patient was sent to my home address—someone I did not know. I was respectful enough to contact the other patient directly using the phone number listed on the package, and he drove from another city to retrieve his medication. A week later, I personally informed the clinic about this mistaken shipment. To my surprise, the matter did not appear to be treated with the seriousness it deserved.
In a healthcare-related setting, an error of that nature should trigger immediate urgency, internal review, direct follow-up, and corrective action. Instead, nothing meaningful appeared to happen. No one contacted me to investigate how another patient’s medication and identifying information were sent to the wrong address. That raises serious concerns regarding privacy practices, patient safeguards, and quality control.
The second issue involved fulfillment accuracy. I paid for Tesamorelin and NAD+, yet only received Tesamorelin while the NAD+ remained undelivered for 45 days as of today. That alone is unacceptable. However, the more troubling issue was the response that followed.
I first spoke with Mr. S, who processed my order and charged my card. He told me I would receive the shipment within one week. After a month passed, I spoke with Mr. M, the clinic manager, who again assured me the matter would be handled promptly and that my NAD+ would arrive within one week. That promise also passed without delivery, without proactive communication, and without meaningful follow-up.
I then contacted the corporate office and requested to speak with higher management regarding these concerns. I was not connected to leadership. Instead, I was asked to explain the situation again, placed on hold for an extended period, and ultimately received no callback, no acknowledgment, and no resolution.
This is where leadership becomes relevant. Well-run organizations create clear escalation paths, empower managers to solve problems, and ensure accountability when errors occur. Poorly run organizations create layers where responsibility is passed around, concerns are delayed, and customers are left chasing answers.
Unfortunately, my experience reflected the latter.
There also appears to be a careless culture surrounding errors. In healthcare, mistakes involving medications should be treated with seriousness, not indifference. When preventable mistakes are met with little urgency, patients naturally begin asking harder questions about overall standards.
I originally came in seeking TRT treatment only, but was pressured to add Tesamorelin and NAD+ to my plan, which I ultimately did not need. Instead, I was left dealing with severe dry mouth from Tesamorelin, shipment errors, and unresolved delays.
Patients judge a business by how it responds when something goes wrong. In my case, the response was disappointing.
10 March 2026
Unprompted review
