The Proven Journey From DME to Medical Sales Success
In this episode of the Medical Sales Podcast, host Samuel Adeyinka talks with Shawn Mertes about the DME and acute care side of medical device sales and why it is one of the most underrated entry points into the industry. Shawn shares his journey from respiratory therapist to territory manager, clinical specialist, and now regional sales manager at a smaller distributor, explaining how rental based equipment supports hospitals and post acute care, what differentiates distributors from large manufacturers, and why service and education often matter more than brand names. They dive into day to day life in the role, relationship driven selling, compensation expectations, leadership lessons, and what hiring managers really look for in entry level candidates who want to break into medical sales.
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Transcription:
Samuel 00:00:04
Hello and welcome to the Medical Sales Podcast. I’m your host, Samuel, the founder of a revolutionary medical sales training and mentorship program called the Medical Sales Career Builder. And I’m also host of the Medical Sales podcast. In this podcast, I interviewed top medical sales reps and leading medical sales executives across the entire world. It doesn’t matter what medical sales industry, from medical device to pharmaceutical to genetic testing and diagnostic lab, you name it, you will learn how to either break into the industry, be a top 10% performer within your role, or climb the corporate ladder. Welcome to the Medical Sales Podcast. And remember, I am a medical sales expert sharing my own opinion about this amazing industry and how it can change your life. So Sean, tell us who you are and what you do.
Shawn 00:00:53
Yeah, so I’ve been in the medical device sales space for the last ten plus years. Kind of started off, came from the hospital as a respiratory therapist and, you know, wanted to kind of branch out, do something a little bit different.
Shawn 00:01:05
So had some success as a territory manager, kind of moved into a clinical specialist role with a little bigger company and then, you know, had some things not work out as well as intended over there and had an opportunity where the company I started with to come back and a regional sales manager role. So that’s kind of where I’m at now. Okay. So let’s get into the details.
Shawn 00:01:26
What exactly do you do now? What’s the type of medical sales is it. What do you guys sell? Talk to us.
Shawn 00:01:33
Yeah. So we’re, a DME, primarily a rental company. So we do a large variety of equipment. We’re not a manufacturer. We’re a distributor. So, like, back during Covid, when everybody was out of ventilators and things like that and need additional units, we’re kind of the company they go to to get those things from. So we do some things like high level, you know, BiPAP, ventilators in the hospitals all the way down to beds, wheelchairs, wound vacs.
Shawn 00:02:00
You know, in skilled nursing and rehab hospitals. So a pretty wide range.
Shawn 00:02:05
So your company is smaller, your distributor. Talk to us about what that means for the customer. You know, why is the customer going with you guys instead of going with like, a big name manufacturer?
Shawn 00:02:18
Yeah. So I think a couple of different things. You know, we compete with a lot of, you know, national companies or have over the years locally. You know, you usually get access to a lot better service, a lot better support. Kind of a good example. You know, we had at one point in time when I was in a territory manager role, we try to do a lot of equipment demonstrations and get the equipment in front of you, show it to you, show you what it does. You know, not being a manufacturer, obviously everybody has access to the same equipment we do. So some of our competitors carry the same things. I went in, showed them the equipment and showed them the feature, showed them how it works, kind of romanticized it a little bit.
Shawn 00:02:55
And they wanted to take it on a trial like. Yeah, absolutely. So they’re like, this is way better than what we get from our other vendor. So we go in the room to switch it out. And it was the same equipment that they had, same manufacturer, same everything. And I was like, all right, cool, let’s switch it. But they just didn’t understand what it did. So I think being on that level, we do a lot better job of really, you know, getting in there, training them, walking them through it, making sure they’re successful with it.
Shawn 00:03:22
Okay. And then you mentioned renting. So with your product line the equipment’s rented as opposed to purchased. Is that because the customers have a scenario where it just warrants renting, or is that because the customer just can’t afford what would come directly from a manufacturer? Talk to us about what that means.
Shawn 00:03:38
Yeah, it’s a it’s a pretty wide range of, of different reasons. Sometimes the higher you go up the chain in a hospital or, you know, any of the facilities we work with, rent’s kind of like a four letter word and something they don’t necessarily want to do, something every, every building does.
Shawn 00:03:54
So it could be just, you know, during those peak times like respiratory. Right now we’re kind of mid flu season. So they’re a little bit busier. So maybe they use more ventilators now than they typically would. So it doesn’t necessarily make sense to own a bigger fleet where you could just rent them for the short term. Other equipment we have access to is a little higher purchase cost than maybe there’s not as big of a need for it, but buildings want to accept an admission or have a special kind of case that can be treated with that type of equipment and sometimes just the capital thing. So maybe they don’t have the capital budget to go buy new equipment right now. So it’s something they use kind of in the interim until they’re able to go out and afford and purchase it.
Shawn 00:04:36
Very cool. And your mainstay is DME and acute care for what you normally sell, correct?
Shawn 00:04:43
Yep. So yeah, pretty wide range over 150 different products. So yeah a lot lot to learn.
Shawn 00:04:49
A lot a lot to learn.
Shawn 00:04:49
Right. The DME space primarily focuses on what.
Shawn 00:04:55
So DME, I would say our primary maybe our biggest portfolio is on the wound care side. So, you know, specialty mattresses that are going to prevent bedsores, things like that for people I can’t get out of bed. You know, wound pumps, wound vacs to actually treat, you know, wounds that have been existing for years and years. But also, you know, we do some specialty chairs for people that have limited mobility. Maybe it’s better trunk support. They can move around better. you know, so we have a pretty wide range of different things. So we, we try to kind of bring some unique options to the market that maybe people don’t know.
Shawn 00:05:29
Very cool. And then the acute care side focuses primarily on what.
Shawn 00:05:34
Primarily on the respiratory side. That’s kind of what attracted me here in the first place is, you know, they do a lot of the higher level ventilators bypass also some, you know, different specialty devices that can be used to help a patient with a lot of secretions kind of loosen them up, you know? Prevents pneumonia, things like that.
Shawn 00:05:52
Get them out of the hospital faster.
Shawn 00:05:54
So before this company. What? What company were you working for?
Shawn 00:05:57
So. Since I came back, I was working for Phillips Restaurant, specifically as a clinical sales specialist.
Shawn 00:06:04
So, you know, and everyone. I think this is such a good opportunity for people to really get some understanding here. Phillips is a big manufacturer. Fitzsimons is a smaller distributor. Talk to us about the difference. You know what? If someone is listening to this thinking, I want to be in medical sales. Or maybe they are in medical sales and works for something like Phillips and thinks, and maybe there’s maybe it’s greener as a distributor. Talk to us about what the biggest differences are working for big manufacturer versus distributor.
Shawn 00:06:34
Yeah, I think for me the biggest difference. So when I was initially kind of training onboarding at Phillips, I picked it up right away. But being a smaller company, you don’t have that name, that brand recognition behind you. So you really got to kind of have that dog, and you’re right to go in and you just got to kind of grind because nobody’s gonna be like, oh yeah, you know, you’re from this company.
Shawn 00:06:54
I want to meet with you. So when I was training initially at Philips, I was working with one of the account managers, and he was, you know, we were talking about a particular account, and he was like, yeah, you know, I called that guy a couple days ago and I still haven’t heard back from him. It’s kind of weird. And I just paused for a second. I was like, man, people call you back. That’s crazy. Like, I’m so used to, like, you really gotta just, you know, really get after it and just kind of be in the right place, right time.
Shawn 00:07:21
Yeah.
Shawn 00:07:22
So mix it up to get in front of people. So I would say that was the biggest difference. But then also just being with the bigger company, you know, you have sales enablement folks, you have clinical specialists. Kind of like the role that I was, you know, you have a team of people that can really help you with sales, move things along, train people.
Shawn 00:07:40
We’re being at a smaller company. You know, you’re kind of the the one person show. So you’re the clinical expert. You’re the technology expert thing. so thing, so I think being newer in sales, it’s kind of a good spot to be because I don’t mean this disrespectfully towards anybody that works. You know, there I found Philips to be easier because I was like, man, I can get in front of people. And, you know, that was maybe the biggest struggle with, you know, being with a smaller company.
Shawn 00:08:10
Sure, sure. However, you’re with the you’re with the smaller company now and you’re loving your life. So I guess getting access is a big thing, of course, with something like Philips. But what’s the real benefit to being where you are today?
Shawn 00:08:28
So I think the nice thing in the role that I’m in now is, you know, being a smaller, family owned company, I have a lot of autonomy. Right? I can, you know, kind of guide my team in the way that that I feel makes sense.
Shawn 00:08:40
You know, I have the support of our upper leadership team, you know, to be able to try new things, kind of be innovative. I had someone give me an analogy one time. You know, working with a smaller company, it’s like turning around a car. Working with a bigger company, it’s like turning around, like, you know, a private jet. Both can be done, but, you know, it takes a lot longer to do one than the other.
Shawn 00:09:00
Sure.
Shawn 00:09:01
So I would say that’s kind of my favorite part. I get to be really involved in the field still with my team, kind of see, you know, what’s going on. I’m not managing from a computer or a CRM. Like, I get to be out in the field with them, see what’s going on, see where we can improve. Yeah, yeah. So that’s definitely my favorite part of it right now.
Shawn 00:09:21
Love it. Talk about the dynamics. So you’re your regional sales manager. How big is your team.
Shawn 00:09:28
Yeah. So I have a team of five territory managers under me right now. You know we try to work very collaboratively. You know I’m not I don’t know necessarily that I know how to be a great leader, but I know when I’ve had managers that I really enjoyed working for what I liked. And, you know, that was someone that’s going to kind of have your back empower you to be successful because ultimately that’s why you bring these guys in, right? Because they’re talented and they’re going to go out and get things done. So you want to give them the, you know, power and ability to to be able to do that. But then also somebody that’s, you know, willing to give boots on the ground and roll up their sleeves and come help in the field if need be. So that’s that’s what I kind of try to do. You know, we try to work very collaboratively. Not a micromanager at all. That wouldn’t be very successful as one. So yeah, that’s kind of our our dynamic here.
Shawn 00:10:18
Okay. So talk to us about a day in the life of of this kind of role. You know, think about one of your reps or think about when you were a territory manager. What time are you waking up. What are you normally going to do. You know, what is the day to day? You know, by lunchtime you’re doing this by 3:00, you’re doing this by 5:00. When does the day end? Are you working weekends? Give us the whole picture.
Shawn 00:10:40
Yeah. So it’s there. There’s a lot of variety in this role, I would say for sure. You know, I think one of the things that makes people successful is I’m a big sports guy. You know, something that doesn’t really show up on the stat sheet, right? So, you know, kind of getting your day prepped before the day starts. So kind of when I was in the role, what I would do, you know, I’m probably getting going about seven. 730 I always wanted to go in and see what orders came in the last night because, say, I got some, you know, kind of I’ve been working with for a while that, hey, they finally, finally took some equipment from us.
Shawn 00:11:13
You know, I want to get out there and follow up as soon as possible and make sure it’s going well. So I’m going to review my stuff from the day before. If I have any quotes that I’m bringing out to anybody, any equipment that I’m going to be demonstrating, I’m getting all that together at that time, you know, kind of making sure I have my day prepped, ironed out. I would say, you know, probably making the first call around nine, 930. There’s kind of a sweet spot of the day Where, you know, between like ten and two. Kind of seems to be the best time, maybe ten and three to to really catch people. So if I have some, some key accounts that I’m like, I really want to try and get in front of them, you know, I’m going to go out at that time, kind of give those that prime window where I’m more likely going to see them. But there’s a ton of time.
Shawn 00:11:57
Before you move forward.
Shawn 00:11:58
Give us an example of what type of count would that be like? Give us. You know, you’re going to who you’re showing up where or what are you talking about. Get into it.
Shawn 00:12:06
Yeah. So let’s say we’re, you know, focusing on a group of, you know, some skill buildings that we’ve been trying to get in with. You know, there’s there’s a lot of changing hands. So that makes it kind of interesting sometimes. But yeah. So we’re meeting with an administrator at one of these buildings. You know, we’re trying these guys are in meetings all day. They’re getting 80 plus emails a day. So we’re trying to maybe catch them. Hopefully we’ve got a set meeting with them already, but sometimes it’s not always possible. So we’re trying to get in front of them. You know bring in the equipment, show it to them I would say. The one thing that makes this job a lot of fun is you can meet with a central supply guy at a hospital in the morning and then go to a meeting with a hospital executive, you know, at 1130, meet with a respiratory manager at a hospital at one, and meet with an administrator of a skill building at 230.
Shawn 00:12:55
And you’re doing a little you’re kind of a different rep at each one, if that makes sense. Yeah, yeah.
Shawn 00:13:01
Gotcha. So, okay. So go back to the day. So you you you’ve met with these these call points. It’s noon. Give us the rest of the day and when you’re ending. Yeah.
Shawn 00:13:13
So I would say usually you’re kind of wrapped up in the field between 330 and 4:00 most times. Again, being a one person kind of show here. You know, you’ll get some accounts that are like, hey, we need you to train our night shift or hey, we need you to come in at 4 or 5 to to train this staff that doesn’t come in until then. So there’s a lot of variability to it. Some days you might start at 6 a.m. to catch a night shift, or I’ve done trainings on a Saturday for weekend staff. I’ve done trainings on midnight for a night shift. I used to work nights at the hospital, so I know at six 630 I wasn’t really trying to hear any training, so I but you know, I always kind of offered to go in later at night when maybe they’re at their peak performance.
Shawn 00:13:53
So I would say about, you know, 334 you’re kind of making your last call on the field, you know, once you get home, kind of got your field notes to put in, you know, if you need to get some quotes together or anything like that, send up some follow up emails, probably wrapping up five, 530 depending on drive time, how far you out of that day. So if you’re a little closer, it might be a little shorter day. But some of our accounts are 2.5 hours away, so maybe it’s a little bit longer today.
Samuel 00:14:17
I hope you’re enjoying today’s episode, and I want to let you know our programs cover the entire career of a medical sales professional, from getting into the medical sales industry to training on how to be a top performer in the medical sales industry to masterfully navigate your career to executive level leadership. These programs are personalized and customized for your specific career and background, and trained by over 50 experts, including surgeons. Our results speak for ourselves, and we’re landing positions for our candidates in less than 120 days in top medical technology companies like Stryker, Medtronic, Merck, Abbott.
Samuel 00:14:54
You name it. Would you run an Ironman race without training in a strategy? You wouldn’t. So why are you trying to do the same with the medical sales position? You need training. You need a strategy, and you need to visit. Evolve your success. Fill out the application. Schedule some time with one of our account executives, and let’s get you into the position that you’ve always dreamed of.
Shawn 00:15:14
Well, you know, in a lot of medical device, pharma, even biotech fields, the relationship to the customer can get really intense where, you know, you’ve almost made them family, you’re hanging out on weekends and things like that. Is it that intense in your space or is it more? Everybody just kind of keeps it between working hours and the relationships kind of end there.
Shawn 00:15:35
No, I’d say it’s it’s very relationship heavy. I would say medical sales in general or just medical, you know, healthcare world in general is very small world. So, you know, the more friends you have, kind of the better things are, the more you can understand what your people need.
Shawn 00:15:50
But just to give you an example, I have a, a, a lady at a building I worked with for several years. When I first met her, she kind of gave me the cold shoulder, wasn’t interested at all, and I was like, wow, okay, I guess we’re not going to be friends, you know? Fast forward a few years later, she’s no longer working at the facility she was at at the time. Calls me at 730 and is like, hey, you know, I’m working here now. I know we don’t work with you guys, but my mom’s on hospice and I had a respiratory question. I was wondering if you could kind of help me out. And I’m like, man, that’s awesome that, you know, you thought of me in that situation. So it’s it’s very relationship heavy. And I think the more you can leverage your relationships if you know you work with someone at a building. Like I said, it’s a small world. You work with someone that you have a good relationship with.
Shawn 00:16:35
You do a good job for. They’re happy with your service. It can be really helpful to ask them, like, hey, I know you got some contacts over here. Like, would you mind introducing me? And, I mean, that’s been a great way for me to get into places.
Shawn 00:16:47
That’s awesome. I love that. So give us. You know, I love going into deeper into your world. Give us a time when you were just doing your job. What was going on when you said, I love what I’m doing? This is. This is it. Like, I love what I’m doing. I love that I’m here because of experiences like this.
Shawn 00:17:07
Yeah. So I’m I’m super competitive. So that’s definitely what motivates me. I know a lot of people, you know, look at sales and they’re like, oh, it’s money, it’s good money. You can make good money. And yeah, it’s all true for sure. But to me it’s the competitive part that makes it fun.
Shawn 00:17:23
Kind of figure if you do a good job, you control what you can control. You know the financial part’s going to come. Right. So for me, it’s always when somebody tells, you know, they’ll never work with you. And then, you know, a couple years later, they’re your best account. That’s what really gets me fired up and excited to go out every day and do this. And I think it’s super important to believe in the company you work for and what you’re representing, because I think that’s what really motivates you to go back, you know, a 10th time, an 11th time, a 12th time when somebody told you, you know, because you’re like, hey, you know what? I know I have something great. I know you’ll love it. Like, you just need to give me the opportunity to to show you that.
Shawn 00:18:01
And your job is is mainly meeting with administrators and not as many clinicians or Little mix.
Shawn 00:18:07
No, it’s a mix of both. We meet with a lot of clinicians, a lot of end users.
Shawn 00:18:11
So yeah, it’s definitely a good, good mix.
Shawn 00:18:14
You spoke earlier about how access is probably the biggest. One of the biggest challenges for your company, specifically because you just don’t have that name recognition. Guess another one. What’s another challenge in your space that people should absolutely know about? If they’re thinking about working in this kind of space?
Shawn 00:18:33
I would say in medical device in general, it’s really being able to differentiate what you offer versus what somebody else offers, because you’ll get a lot of people, especially as you get higher level. They just want to look at a number in a price, right? And say, hey, okay, this one’s, you know, this amount, this one’s this amount. You know, they’re both wound vacs. Right? Okay. Well we should probably just get the cheaper one. So it’s really being able to showcase like, hey, maybe ours isn’t the cheapest, but you know, healthcare is generally not very black and white. There’s a lot of gray area.
Shawn 00:19:04
So, you know, would it be fair to say if, you know, we prevented one infection for you, that you’re probably going to save a lot of money, then those couple dollars you’re going to save on this lesser product, it’s really being able to to get in front of people to show that and be able to kind of sell that difference.
Shawn 00:19:20
Gotcha, gotcha. Now the money. You know, we talked about it. What’s the base pay range in this space? What’s the commission range in this space? What can first year reps make versus five year reps?
Shawn 00:19:33
Yeah I would say you know medical device probably pretty fairly wide range kind of coming in out the gate. I would say you’re probably going to be between 70 to 80,000. That would be base plus commission kind of depending on the immediate success you have. I mean, you could be over six figures in the first year, first two years reps, probably five plus years, I would say probably mid one hundreds 125 to 140 range.
Shawn 00:20:00
We’ve you know we’ve had some reps go well over 200. So I mean there’s a pretty pretty good range.
Shawn 00:20:07
Okay. And just to be real specific, you know you said medical device earlier. This is medical device. Everyone listens. This is medical device DME and acute care. So this is not general medical devices specifically DME and acute care. And this is specifically working for a distributor. Now, one thing I want to ask as a distributor are your reps W2 are they 1099?
Shawn 00:20:27
No, our team is all W2, all full time employees.
Shawn 00:20:31
So this is good to know too, because I think a lot of people believe that distributorship automatically means 1099 and you are a literal living example that no it doesn’t. You know, it can vary and you’re an example of a W2 distributorship. That is fantastic.