Medical Sales Achievement

The 7-Minute Dance Every medical sales rep knows the ritual. Wait in the hallway. Catch the surgeon between cases. Make your pitch. Seven minutes, if you're lucky. But here's what we miss: Surgeons aren't avoiding your product. They're avoiding the dance. Because surgeons don't buy products. They buy better outcomes. They buy reduced risk. They buy time. And time is the one thing they can't get more of. The traditional pitch - features, benefits, ROI - it's all about your clock, not theirs. What if, instead of trying to steal their time, you became a time giver? The best reps aren't hallway hunters anymore. They're insight providers. Problem anticipators. Complexity reducers. They show up with: "Here's what your colleagues are struggling with..." "This is what the data shows..." "I noticed something in your approach that could..." Suddenly, those seven minutes aren't about your product. They're about their practice. When you shift from selling time to saving time, the hallway becomes optional. Because surgeons don't need another vendor. They need a scout. An interpreter. A curator of solutions. The game isn't about catching them between cases. It's about becoming the case they want to make time for. How would your pitch change if you measured it in insights delivered instead of minutes stolen?

Typical medtech reps walk into their accounts trying to impress with product knowledge. They show up spouting stats, demo the product like they're doing magic tricks, and then dazzle with clinical studies jargon: "Did you know our catheter was tested on a Himalayan mountain goat in a double-blind trial?" It's cool that you know your product. You SHOULD know your product. But product knowledge is table stakes. It’s like carrying a pen. You’re supposed to have it. You don’t get points. Without it? You lose credibility. With it? You blend into the sea of other reps saying the same things with slightly different branding. If you really want to stand out, here’s a crazy idea... Actually CARE. Not the usual "we care" B.S.... I’m talking about actions that prove you give a damn about the provider, the institution, and most of all—the patient. Let me be clear: Every rep says they care. But very few sell like they care. If you really cared, you might do things like: • Ask how a workflow change has affected the staff. Then listen without immediately trying to fix it with your product. • Bring feedback from another account that solved a similar challenge. (Hint: That’s called adding value before asking for anything.) • Follow up on a specific patient outcome they shared with you. “How is that patient doing" instead of "Have any more cases coming up?" • Advocate for your product ONLY if it actually improves their outcomes or efficiency. Otherwise, don’t pitch—ask more questions. I get it —sales reps who pitch blindly (which, let’s be honest, is most) still make sales. But reps who care? They make relationships. And that turns into repeat business. And trust. And access. And referrals. Those are all in the "Good stuff" category. How often do you see "truly caring sales reps" in your territory (besides the one you see in the mirror...I hope)?

𝐔𝐬𝐢𝐧𝐠 𝐭𝐡𝐞 𝐒𝐜𝐢𝐞𝐧𝐭𝐢𝐟𝐢𝐜 𝐌𝐞𝐭𝐡𝐨𝐝 𝐢𝐧 𝐌𝐞𝐝𝐢𝐜𝐚𝐥 𝐒𝐚𝐥𝐞𝐬 In college, I learned the scientific method as a structured way to solve problems. I never expected to use it in sales, but it turns out the same principles apply when maneuvering through difficult hospital accounts with a product. Here’s how to apply the scientific method to winning the business: 𝟏. 𝐎𝐛𝐬𝐞𝐫𝐯𝐚𝐭𝐢𝐨𝐧 – 𝐈𝐝𝐞𝐧𝐭𝐢𝐟𝐲𝐢𝐧𝐠 𝐭𝐡𝐞 𝐁𝐚𝐫𝐫𝐢𝐞𝐫𝐬 Before making a move, gather intel: ▪️Who makes the decisions? ↳ Physicians, P&T committee, administrators, pharmacists ▪️ What are the their objections? ↳ Cost concerns, formulary restrictions, clinical skepticism ▪️ What challenges does the hospital face? ↳ Readmission rates, patient outcomes, reimbursement issues 𝟐. 𝐐𝐮𝐞𝐬𝐭𝐢𝐨𝐧 – 𝐂𝐚𝐧 𝐓𝐡𝐢𝐬 𝐏𝐫𝐨𝐝𝐮𝐜𝐭 𝐒𝐨𝐥𝐯𝐞 𝐓𝐡𝐞𝐢𝐫 𝐏𝐫𝐨𝐛𝐥𝐞𝐦? Once you understand the hospital’s needs, ask: “How can this product improve patient outcomes while addressing the hospital’s concerns?” 𝟑. 𝐇𝐲𝐩𝐨𝐭𝐡𝐞𝐬𝐢𝐬 – 𝐏𝐚𝐭𝐢𝐞𝐧𝐭𝐬 𝐖𝐢𝐥𝐥 𝐁𝐞𝐧𝐞𝐟𝐢𝐭 𝐟𝐫𝐨𝐦 𝐓𝐡𝐢𝐬 𝐏𝐫𝐨𝐝𝐮𝐜𝐭 A strong hypothesis: Patients at this hospital will benefit from product [A], leading to better outcomes and potential cost savings. 𝟒. 𝐄𝐱𝐩𝐞𝐫𝐢𝐦𝐞𝐧𝐭 – 𝐓𝐞𝐬𝐭𝐢𝐧𝐠 𝐃𝐢𝐟𝐟𝐞𝐫𝐞𝐧𝐭 𝐒𝐚𝐥𝐞𝐬 𝐀𝐩𝐩𝐫𝐨𝐚𝐜𝐡𝐞𝐬 To validate the hypothesis, test different engagement strategies: ▪️ Educational Events ↳ Facilitate a physician-centered workshop to review clinical evidence. ▪️ Pilot Program ↳ Suggest a small-scale trial to demonstrate patient benefits. ▪️ Budget ↳ Work with finance to analyze cost-benefit projections. 𝟓. 𝐀𝐧𝐚𝐥𝐲𝐬𝐢𝐬 – 𝐌𝐞𝐚𝐬𝐮𝐫𝐢𝐧𝐠 𝐖𝐡𝐚𝐭 𝐖𝐨𝐫𝐤𝐬 & 𝐀𝐝𝐣𝐮𝐬𝐭 Every interaction provides data: ↳ Did physicians engage in clinical discussions? ↳ Did a key champion emerge within the hospital? ↳ Did administrators show interest in the financial impact? 𝟔. 𝐂𝐨𝐧𝐜𝐥𝐮𝐬𝐢𝐨𝐧 – 𝐑𝐞𝐟𝐢𝐧𝐢𝐧𝐠 𝐭𝐡𝐞 𝐒𝐭𝐫𝐚𝐭𝐞𝐠𝐲 𝐟𝐨𝐫 𝐭𝐡𝐞 𝐖𝐢𝐧 Selling into a hospital isn’t just about persistence—it’s about strategy. Every conversation is a chance to gather new insights, refine the approach, and move closer to a partnership. This could take a month or two years. Happy Selling! <><><><><><><><><> 👋🏼 Hi, I’m Jebb. I help individuals (with and without) sales experience break into medical device and pharmaceutical sales. ➝ Click on my profile to book an appointment and take your career to the next level.

Cold calling in medical sales doesn't need to be painful. When I first started in B2B sales, I was picking up the phone and cold calling small businesses with little to no information about who they were or what they needed. I had a script and hoped for the best! 🫣 Now my cold calls don't feel "cold". How? I ALWAYS pre-call plan. 𝐇𝐞𝐫𝐞 𝐚𝐫𝐞 𝐬𝐨𝐦𝐞 𝐨𝐟 𝐭𝐡𝐞 𝐪𝐮𝐞𝐬𝐭𝐢𝐨𝐧𝐬 𝐈 𝐭𝐫𝐲 𝐭𝐨 𝐚𝐧𝐬𝐰𝐞𝐫: - Who is the surgeon and where did they go to school? - What papers have they written? - What is their surgical focus? - What is their current or preferred approach? - Do they currently use any of my companies' products? - Do they use a competitor? - Are they active on social media? - Who is their scheduler? - What days are they in the office and in the OR? What's your pre-call plan strategy and the questions you try to answer for yourself before meeting with a surgeon or customer for the first time? “𝐅𝐚𝐢𝐥𝐢𝐧𝐠 𝐭𝐨 𝐩𝐥𝐚𝐧 𝐢𝐬 𝐩𝐥𝐚𝐧𝐧𝐢𝐧𝐠 𝐭𝐨 𝐟𝐚𝐢𝐥.” - 𝐁𝐞𝐧𝐣𝐚𝐦𝐢𝐧 𝐅𝐫𝐚𝐧𝐤𝐥𝐢𝐧 #medicalsales #sales #medicaldevices

Don't Sell Me a Device. Sell Me a System. My recommendation to our excellent medical technology sales consultants: My OR time is Monday. Your sales pitch is Friday. And in those 72 hours, I'm not thinking about your fancy new neuromodulation device. I'm thinking about my patient whose chronic pain has kept her from holding her grandchild. What's the pathway for behavior change? Data feedback? Integration support? If your product doesn't answer these, it's not ready for patients — or me. After 15 years as an interventional pain surgeon, I've learned this truth: The most elegant technology fails without systems support Sales reps show me their products. But when I ask about the system behind it? Can fall short: - No protocol for helping tracking outcomes - No integration pathway with our EHR - No training support beyond the initial onboarding This isn't a product. It's a component pretending to be a solution. What I actually need from medtech partners: ✅ Patient behavior pathways Show me how this device becomes part of my patient's daily routine. What habit formation is required? How will you support this? ✅ Closed feedback loops Don't just collect data. Show me how that data becomes actionable insights that improve outcomes over time. ✅ Clinical workflow mapping Walk me through every touchpoint where your device impacts my team's workflow. Then tell me how you'll optimize each one. The medtech companies winning my business aren't selling devices. They're building ecosystems where technology, behavior change, and clinical support converge. - - - I'm open to an initial conversation about systems thinking. Not to sell services, but to share frameworks that might shift your perspective.

New med rep: The physician said yes, why hasn’t the hospital ordered??😢 Senior rep: 🤦🏼♂️ REALITY CHECK: One “yes” doesn’t mean a PO. If it did, this job would be easy. The real game? Getting the right yes’s, from the right people, in the right order. Ask yourself: 🔹Who actually controls the budget? (Hint: It’s not always the doc who loves your product.) 🔹What hidden approvals will kill your deal if you don’t account for them? 🔹Who has the power to say NO—even after you think you’ve won? 🔹How does procurement, finance, and value analysis weigh in? 🔹What’s their actual buying timeline—not just what they tell you? Most reps don’t ask these questions. That’s why they lose. Here’s how top reps win: ✅ Map the buying process -Identify every stakeholder who touches the deal. Know their roles, motivations, and objections before they surface. ✅ Stack the yes’s -Start with champions, then economic buyers, then decision-makers. If you skip steps, your deal dies. ✅ Time it right -Push too early, you get ghosted. Move too late, budget disappears. Align your ask with their internal timeline. Stop chasing one yes. Start engineering a yes chain ⛓️💥 That’s how you close big deals. Want to learn how to be a top 1% medical sales professional? 🙋🏼♂️Follow me, Brendan Kane , to level up your sales skills and fast track your career ♻️Repost to help others #sales #medicalsales #medicaldevice

✨How I boosted my referrals with one simple change: The 3-Call Method✨ If you’re in healthcare sales, you already know this: People don’t always respond on the first try. And sometimes, they don’t even remember your first try. So I stopped “checking in” randomly and started using a system I call: **The 3-Call Method: Not pushy. Just strategic. - Call 1: Value Only “Hi! Just wanted to let you know we’ve got full coverage in [area] this week if you need support. No pressure, just here to help!” ✅ Short, respectful, helpful. - Call 2: Share a Story “Quick update! We just helped a patient from your clinic, she had a chronic ulcer and we avoided a hospitalization. Thought you’d like to hear that kind of outcome. We are always ready for more.” ✅ Real proof builds trust. - Call 3: Direct Ask with Urgency “We’ve got one nurse available this Thursday for evals in your area. Would love to support if anyone’s being discharged or needs wound care follow-up.” ✅ Clear action, limited window. No chasing. No spam. Just consistency, empathy, and timing. And it works. Healthcare professionals began to see me not as a sales rep, but as a reliable partner. If you’re in the field: Which follow-up strategy is working best for you right now?

Not all surgeons are created equal—at least not when it comes to commercial viability. The right surgeon isn’t just a user of your device; they’re an advocate, a partner, and a catalyst for broader adoption. But how do you identify the right one? I use this a 4-Step Surgeon Avatar Framework to help clients focus on the most impactful clinicians. 1️⃣ 𝐃𝐞𝐟𝐢𝐧𝐞 𝐘𝐨𝐮𝐫 𝐈𝐝𝐞𝐚𝐥 𝐒𝐮𝐫𝐠𝐞𝐨𝐧 𝐏𝐫𝐨𝐟𝐢𝐥𝐞 (𝐁𝐞𝐲𝐨𝐧𝐝 𝐒𝐩𝐞𝐜𝐢𝐚𝐥𝐭𝐲 & 𝐕𝐨𝐥𝐮𝐦𝐞) Most medtech companies default to high-volume surgeons in relevant specialties. But volume alone isn’t enough. Instead, look at: ✅ Adoption Potential: Are they early adopters or laggards? ✅ Influence & Networks: Do they educate peers, publish research, or lead training programs? ✅ Economic Alignment: Are they in value-based care environments or cost-sensitive institutions? ✅ Technology Openness: Are they data-driven and comfortable with digital health tools? 2️⃣ 𝐋𝐞𝐯𝐞𝐫𝐚𝐠𝐞 𝐃𝐚𝐭𝐚 𝐭𝐨 𝐅𝐢𝐧𝐝 𝐘𝐨𝐮𝐫 𝟐𝟎% Applying the Pareto Principle, focus on the top 20% of surgeons who drive 80% of value for your company. To find them: 🔹 Analyze purchase history and usage patterns. 🔹 Use surveys to assess pain points, goals, and innovation appetite. 🔹 Review hospital affiliations—are they in systems driving procurement trends? 3️⃣ 𝐂𝐫𝐞𝐚𝐭𝐞 𝐚 𝐒𝐮𝐫𝐠𝐞𝐨𝐧 𝐒𝐞𝐠𝐦𝐞𝐧𝐭𝐚𝐭𝐢𝐨𝐧 𝐌𝐚𝐭𝐫𝐢𝐱 Not all high-value surgeons serve the same role. Build a segmentation matrix to categorize them into: 🟢 Champions: Vocal advocates who actively promote your device. 🟡 Users: Reliable but not evangelists—good for steady sales. 🔴 Skeptics: Unlikely to adopt; avoid wasting resources. 🔵 Gatekeepers: Institutional decision-makers influencing broader adoption. 4️⃣ Engineer Your Sales & Marketing for Maximum Impact Once you’ve identified your ideal surgeon avatar, adapt your go-to-market strategy: 🚀 Target Champions for peer influence (webinars, case studies, advisory boards). 🎯 Support Users with seamless training & clinical evidence. ❌ Avoid Skeptics—don’t waste resources on those unlikely to convert. 🏛 Engage Gatekeepers early with value-based evidence to drive institutional adoption. 💡 Final Thought: The Right Surgeon = Exponential Growth This is a process. It doesn't happen overnight and requires manual effort (e.g. sifting through profiles, looking at granular signals online etc) For me this has been the most effective way to unlock growth. 𝑨𝒓𝒆 𝒚𝒐𝒖 𝒂 𝒎𝒆𝒅𝒕𝒆𝒄𝒉 𝒄𝒐𝒎𝒑𝒂𝒏𝒚 𝒏𝒆𝒆𝒅𝒊𝒏𝒈 𝒉𝒆𝒍𝒑 𝒐𝒏 𝒕𝒉𝒆 𝒎𝒂𝒓𝒌𝒆𝒕𝒊𝒏𝒈 𝒔𝒊𝒅𝒆? 𝑫𝑴 𝒎𝒆 𝒂𝒏𝒅 𝒍𝒆𝒕𝒔 𝒄𝒉𝒂𝒕 #medtech #medicaldevices #medicaldevice #medicaldevicesales #medicalsales #digitalhealth

As a doctor working with and for other doctors, I’ve learned critical lessons about selling to physicians: Focus on solving their pain points. Doctors don’t care about *what* your product does unless it directly addresses a challenge they’re facing. Be clear, concise, and show how your solution makes their lives easier or their practice more effective. That’s how you earn their attention—and trust. Don’t ask for their time. Give them the information that you know they want and make it painless. Be present for discussion. Bring them something to eat if you stop into their office. If they are professionally present on LinkedIn/Instagram, comment on their posts. At conferences, you are more likely to get us to talk if you have a presence on their social media of choice. You might have to physically download the thing you are selling/ hand them your instrument to try. Don’t assume we will go and do it on our own. <10 of clinicians have the bandwidth. Assume we need help on the basics of your widget. Do this respectfully of course. Now does it make sense to hire a doctor (KOL) who can guide you?