A humorous look at a Sales Rep. that brought everything to the table during an interview, and we mean everything!Continue reading
Medical Device Surgical Company Wins Big by Hiring B2B Game Changers
Our medical device client in the surgical niche was rapidly growing and not having current staffing needs met by existing recruiters. Chase MedSearch was brought on to meet extremely urgent recruiting needs focused on identifying top performing business-to-business (B2B) sales representatives.
By partnering with Chase MedSearch, our client was able to immediately tap into top talent with exceptional performance. Within one day, the client was able to review resumes and schedule candidates for interviews. Subsequently, the client hired over forty (40) Medical Device Sales Representatives that made a key contribution to revenue growth. These aggressive, early career B2B sales hires took the company’s wound care market niche by storm, producing incredible results within one year. Three years later, the client was sold for over $90 million dollars.
How Acquiring Top Talent Propelled a Product Launch to National Prominence
Specialty: Interventional Pain & Spine
Our start up medical device client in the spine niche was on an extremely tight schedule to initially hire seven (7) people within thirty days. They had recently received FDA approval and were ready to commercialize their product. Positions were located in key metropolitan areas throughout the U.S. Experienced sales representatives, with both spine and pain experience and call points, were required.
By partnering with Chase MedSearch, our client was able to rapidly tap into key markets and begin reviewing resumes, interviewing, and making offers within one week!
Fast forward to present day, over 65 new hires placed as Sales Managers, Sales Representatives and Clinical Specialists.
Multiple hires were promoted to Regional Sales Directors (RSDs) and others earned prestigious “President’s Club” awards. Ultimately, the company was purchased for over 8 times revenue.
I realize that there are recruiters out there who waste people’s time. Nevertheless, when I contact someone I don’t know and they say: “Sounds good, send me the information”. I don’t do that. I’m not going to send information on a job with all the specifics (and I do work hard to have the specifics) when I don’t know the candidate. We live in a connected world and it’s far too easy to do an end-run around a recruiter and either apply online (bad idea 99.99% of the time) or talk to someone you know that works there who will pass along the resume. Instead, I say, “I have the details and will give them to you but I need two minutes of your time.” And I’ll literally take two minutes of their time.
Rarely does the conversation just run two minutes, but I do stop and take a pulse check to make sure we’re tracking and if not the candidate is back on track with the rest of their day. If it’s interesting to them, then they get the details. They can still do an end-run around me, of course, but hopefully we’ve got something established, like trust and they know and believe I can help them get this position should they decide they’re in. That’s called partnership. And it works.
You’ve probably heard of ABC (Always Be Closing) but have you heard of ABR (Always Be Ready)?
Recently someone in a field sales organization told me that there will be a call later that day that will mean big company changes within their organization. No one knew what it meant. It could have meant layoffs. People were scared. They knew it was not good news. My advice in that situation was fairly simple:
No matter how long you’ve been there, there are things of value you’ve learned. Make sure those travel with you wherever you go. (Disclaimer: If things are not labeled confidential or for company use only, of course.) 🙂 Run this question through your mind: “If I am laid off on this call and they cut me out of all systems, “Do I have everything I need and want — both to help me get my next job and make me successful in my next job?” Come to think of it, that’s a useful exercise even if you’re not awaiting a scary company-wide conference call.
Product Launch Demanded A New Skill Set
Specialty: Wound Care
Our medical device client in the wound care niche was about to enter a new market while launching a new product against a giant competitor. The objective was to build a high-performing, cross-functional team of 25 individuals comprised of Marketing, Sales, Sales Training, and Clinical Specialists. These positions were located in key U.S. markets and many required strong physician relationships.
By partnering with Chase MedSearch, our client was able to have everyone in place and hired well in-advance of their commercialization launch.
Based on this success, the client subsequently re-engaged Chase MedSearch for a second build out of a completely new sales team in an additional new market they were entering.
A topic of ongoing discussion in medical device hiring circles continues to be pharmaceutical reps transitioning into medical devices. When I started in the device industry in 1998, I was told that most pharmaceutical reps. were not built for device sales. Since then, I’ve been a part of transitioning many pharmaceutical reps. into devices, and met amazing people along the way (who went on to win awards).
However, a perception persists that is built from some or all of the following objections:
- pharmaceutical reps. don’t actually sell – they detail and aren’t good at asking for the business,
- they don’t want to (or can’t) work the hours that device reps put in,
- they aren’t trained in sales basics like business-to-business (B2B) reps are in terms of prospecting, qualifying targets, closing,
- they aren’t driven/motivated like device reps. are to succeed and
- their sales results have a three month lag so they aren’t used to making real time adjustments to their work.
For those of you that have either hired a pharmaceutical rep. that became successful or made the transition yourself from pharmaceutical sales to device, what did it take and why do you believe you made a successful transition/hire?
Sometimes a very experienced medical device sales rep. is up against a relatively inexperienced rep. for a job they both want.
In what scenario does the experienced sales rep. lose?
The main one, in my experience, is when the seasoned rep. appears to be tire-kicking. A laid back, casual attitude, conveying an impression that they are just sniffing around the opportunity versus someone sitting there ready to run through walls can be the difference maker in the interview.
If you have done your research and decided you want the job, show the interviewer what it looks like when you really want something no matter how experienced or accomplished you are. Resting on past awards, relationships, experience creates vulnerability.
I was talking to a friend and hiring manager recently and he observed that more and more medical device jobs have become “hybrid” jobs wherein the physician’s office/clinic is extremely important, in some cases as important or even more important than the Operating Room (OR), depending on the specialty. That makes it very difficult for coverage reps. that have only sold in the OR-covered cases to compete for these new types of positions as they evolve.
You know what? This tracks with a trend I’ve seen more and more where reps. that are strictly “case coverage” reps., highly clinical, very sound in orthopedic or spine surgery, but lacking essential sales skills are leaving medical, going to Business-to-Business (B2B) jobs, getting training, gaining those skills and coming back, ready to interview and take on different roles beyond what some entry level orthopedic and spine jobs may be able to teach them. Almost “reverse engineering” their medical careers. This used to be taboo.
Years ago, leaving the medical device industry meant that it was nearly impossible to get back in. But with a tight labor market getting tighter all the time, exceptions are being made. And after rounding out their experience and skill set, these candidates are ready to go.