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From Medical Sales To Medical Entrepreneurship With Tim Lew

Posted on February 28, 2024

Some of us thrive with more freedom, and so often, that means embracing entrepreneurship in this space. If you are looking for inspiration to go from medical sales to medical entrepreneurship, this is the episode for you. Samuel Adeyinka introduces us to Tim Lew, who takes us on a journey through his unique academic background to a successful career in medical device sales and distributorship. He shares the benefits of working in a distributorship, emphasizing creativity, independent decision-making, and collaborative opportunities with other distributors. Explore Tim’s impactful role in medical education, shaping and expanding departments while offering valuable insights into balancing career progression, family, and personal interests. Join this insightful conversation as Tim unravels the intricacies of the medical device industry and the transformative journey of a successful distributor.

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From Medical Sales To Medical Entrepreneurship With Tim Lew

Welcome to the show. We have with us another special guest. He goes by the name of Tim Lew. Tim is bringing innovative products to surgeons across the San Francisco Bay area. They represent various companies specializing in plastics, orthopedics, trauma, and some wound care. This episode is exciting because Tim is a trailblazer. He started in the industry, and before you know it, h e is out there living his best life. I’m not going to spoil it. This is one of those inspirational episodes that I highly recommend you read. I’m going to leave it there. As always, we do our best to bring you guests who are doing things differently in the medical sales space. I really do hope you enjoy this interview.


Tim, how are we doing?

I’m great. How are you?

I am fantastic. No complaints. Why don’t you tell everybody who you are and what you do?

First off, thanks for inviting me here to talk about it. My name is Tim Lew. We represent a number of companies, some of those including Osteocentric, Alafair, Axogen, Smith & Nephew, Biologix, so a whole group of companies and products. We focus on plastics and orthopedic trauma. Within that, we focus on the hand and upper extremities. We dabble a little bit in wound care, especially in the lower extremity. We have a group of products that are really around these different surgeons that we’ve developed relationships with over the years.

What Is Distributorship

We’ve had a couple of episodes where we’ve explained exactly what it means to be a distributorship. We also have people who are tuning into this episode for the very first time. Everybody knows the Medtronics and the Strykers of the world, and then you also have these distributorships. Where do they come into play and where do you guys fit as one of those players?

That’s a good question. I get that a lot. Distributorship is really a group of people that are coming together to sell products. Instead of representing a single company or a single product line, like Medtronic or Stryker, what we’re able to do is we’re able to represent a number of companies. We can have different products on our backs. We can represent Company 1, Company 2, and Company 3 as long as they don’t overlap in terms of the competitive space.

What we can do is we can represent a number of different products over a certain geographic area or territory. What we’ve done is we’ve garnered these great relationships with these companies. Instead of getting a base salary and health benefits from these companies, we’re getting paid a percentage of what we sell. It’s a much different model financially.

It tends to be, at least for me, a decision I made later in my career. You have these great relationships with these companies and these surgeons. T’s a number of companies. You don’t want to be a pigeon to one company and a number of products. We have up to ten companies that we work with over a big geographic area. What’s neat is we go to this surgeon that we can say, “What do you think about this? Do you think this is neat?” The surgeon says, “Yeah.” We’re able to pick up that line and have a number of them. We’re not pounding company A, company B, or company C. We can have A to C.

I would like to assume that the obvious reason for working a W-2 position to starting in your distributorship is the financial incentive. I’d also like to believe that there’s a whole other slew of benefits that people don’t talk about. Share some of those with us.

I  finished my MBA a few months ago. For me to go into my company, take it from the ground up, do the whole business modeling, and understand everything was a big challenge to me. Even more than that, you get to do everything. You get to do the marketing side. You get to be independent. You get to make decisions on your without the company being over you.

What’s neat, too, that I’m really passionate about is you can do a lot of the training. I can come in and say, “I’m going to take a new grad that’s fresh out of college that wants to get into medical device,” and I have confidence in myself that I can give them the opportunities and point them in the direction of becoming a successful medical device rep.

It’s the freedom to do things that are a little out of the box and be a little creative. It’s not company A and, “What can I do with that?” but it’s, “How do I mix in company A and company B and even work with other distributors that are maybe not getting that penetration or revenue at that account?” They know that I have that relationship. We counter back and forth like, “I got this product. I know you’re here. Can you help with that?” It’s a lot more creative. It’s fun.

Also, a lot more collaborative. Talk to us a little bit about that. How often are you working with other distributorships and what does that look like?

I work with two other distributorships. They were former colleagues. I started my career at Stryker. Ten years later, fast forward, I’m doing other things and I run into my manager. He is like, “I have this distributorship.” I was like, “That’s neat.” Three years later, I have my own distributorship. I called him up and was like, “Can you give some advice here? What’s going on? How do I do this? How do I start?” He gave me a whole laundry list of different things.

He said to me, “We’re not on this account. I’d love to work with you. We can pay you 15% and we take this.” We started that relationship, and then it flipped the other way where I was saying, “There’s an account that’s a little farther away. We have some business there, but I don’t have anybody to help me with screws.” He is like, “I have an associate down there that’s willing to do it.” We go back and forth on different relationships and different contracts.

From Genetics To Sales To Distributorship

That’s awesome. You finished the MBA. Was it, “I want to have a distributorship. I’m going to get an MBA,” or was it, “I’m going to get an MBA. I’ve learned so much that I’m going to go ahead and start a distributorship.”

It was more of the latter. I have always thought about an MBA. My background, going back to when I started, was that I was a Biology major. I got an undergrad in Biology. I got a Master’s in Genetics.

You have to take us back. I was going to do this later, but we have to do it. Let’s go to college. It’s graduation. What was the intention?

The intention was to be in academics. I live in Santa Barbara. I went to UCSB. I finished early and was like, “I don’t want to leave Santa Barbara,” so I went directly to a Master’s degree. I was working in the lab. I was studying evolutionary genetics. I was really into that. I was like, “This is cool to me. I’m going to be an academic guy. I’m going to do a PhD program. That’s what I’m going to do.”

Fast forward to that, I started working, I was at Stanford. I was in a graduate student research position. I was doing research. I looked around and was like, “I’m not like all these people. All these people are getting here at 7:00 AM and leaving at 8:00 PM. They’re 110% into what they’re doing.” They were so into neurology. I was like, “I’m 60% or 70% into this.”

I went to my advisor and I told him. He said, “What do you like doing?” I said, “I love being in the operating room. It’s so cool.” He said, “There are people that are in the OR that have a personality that you’re able to do.” I was like, “Heck yeah.” I got really lucky transitioning from being an academic guy with a Master’s degree in Genetics. I luckily got a sales job at Stryker for my first job.

That is unique. You started Stryker Trauma, right?

I was in Stryker Trauma. At the time, it was a full bag. It was Stryker Ortho. We did joints, trauma, and everything.

What was that like? We work with a lot of clients and we get them into positions like the ones we’re talking about. We don’t have a lot of clients that have an academic background combined with everything you were doing at the time. What was it like to step into a sales role with that kind of background?

It was different. For me, there was a lot of pressure like, “How is this guy going to perform in the sales world? Is he going to follow up? Is he going to do all these things? Is he going to be organized enough?” At the time, the people who hired me were like, “This guy has a cool story. He’s charismatic enough to hold the conversation. We’re going to take a little bit of a chance here. We’re going to hire him. We’re going to see how he does.”

The combination of working hard, going out there, being curious, and asking questions to the surgeons in a way that wasn’t very intimidating like, “I’m new to this. I want to understand what’s going on here,” helped me out a lot. On the way, I had to learn a lot about the sales process like following up and keeping my sales pipeline full. I had no idea that you had people in the pipeline early and late. I was going to people and selling stuff. I had to learn a lot of that stuff along the way. Luckily enough, you have good mentors. You have people do that. I moved into distributorship, so I was a part of a distributorship. I was one of the young reps there.

You went from Stryker Orthopedics early in your career to a distributorship early in your career?

Yes. I went to a bunch of guys from Stryker and ended up leaving Stryker. They picked up Smith & Nephew. That’s Smith & Nephew Orthopedics. They have very similar products, but they went out on their own. They tapped me and said, “We really like you. Would you be interested in distributorship?” I said, “Yeah. Let’s check this out. Let’s do it.”

You were working with Stryker. That’s one of the top companies to be trained in any field within medical device sales. What was your motivation to leave Stryker?

It’s like everybody. Opportunity. I went from being an associate to being a sales representative. There was an influx of cash. It was the opportunity for me to do something more and be my own boss. It’s like everybody that’s young in their career. They want that opportunity, so I got that opportunity

Going from being an associate to being a sales representative is an opportunity to do something more and be your own boss. Click To Tweet

It’s double-sided, but having a company that gives you so much security, W-2, and benefits, and then being such a young person and saying, “I don’t want any of that. I want the financial incentive. I want to be my own man. I want to get out there and do it.” Was that scary or was it more because you were young?

It was 100% scary. You put a lot of faith in yourself that you can do this job and you can go up and sell. After your guarantee, which for me was six months, you’re on your own. It’s also doing a little homework and a little research. I looked at what the territory was doing. I looked at the base of business and was like, “I’m a relatively young guy and I can afford to do this in my life. If I’m going to take a chance, it’s going to be now.”

It wasn’t even Smith & Nephew that really took my career in another direction. We picked up a small company at the time called Axogen. I had helped Axogen at Stryker. When I went to distributorship, I  asked Axogen and said, “I’m going to distributorship. I can do this now.” It went from being a couple of thousand dollars a month. Fast forward, the revenue is probably $150 million plus a year. I was able to take a small company but have the stability of a bigger company, which is Smith & Nephew.

Medical Education

You have that dual role of orthopedic and Smith & Nephew sales. I was selling this nerve graft that nobody heard about to plastic and ortho hand surgeons. My career took a big turn. I started working with Axogen more and became a director with them. I then took a role in medical education, which is all these things coming together. It’s a story that you can’t put together at the start.

Let’s slow it down a little bit because I want people to catch this. Early in your career, you had an opportunity to become a sales rep within a distributorship. Within that distributorship, you acquired a product line that bolstered the current distributorship with your own profile.

At the time, Axogen was doing a couple thousand dollars a month. It was this small thing. Everyone was  like, “Take it.” They were like, “We got Smith & Nephew. We have these big things going on. You take this little thing and do what you want with it.” It became something really big.

You have to tell us. When was that turning point while you were with them? In the abridged version, what was the reason?

We started working with a small group in the city. It’s called The Buncke Clinic. They take care of a lot of hand trauma. We’re very unique in the Bay Area because we have this center that takes care of isolated hand trauma. People from all over California come to this specialized group. Normally, you have academic centers and they take care of the general hand trauma. In the Bay Area, you have a specialized center that takes care of this.

We were lucky enough to start a relationship at Axogen. It’s a human nerve allograft with The Buncke Clinic. The Buncke Clinic guys see all this hand trauma. You have all these nerves in your hand. Interestingly enough, when they started, they were like, “We’re not so sure about this technology. There’s no data. If we put it in a time zero, it’s really a placeholder. It’s going to be a thing that we use. If we need to come back and use autograft,” which is a nerve from the patient’s own body, “We could put it in. We’re not burning any bridges.”

What ended up happening was they started getting results. They were like, “We’re going to start using this more.” They started using it more. With that, the company started expanding its clinical data. The company, in general, started getting bigger and bigger. You catch lightning in a bottle and you get lucky. It’s better to be lucky than good sometimes. I got very lucky that I started working with a group of surgeons who took hold of the technology, used it in their own hands, had success, and were able to correlate that into more.

That’s amazing. What was the time period with Axogen to go from the smaller player they were to the much bigger player?

It took about eight years to go from a company that nobody knew about and never knew their name to something that became more regular like, “I know what that is. I read that. I heard that in a clinical paper.” You always think it’s going to be a year or two, but it ends up being a lot longer.

You were right there for it . After that, you got into medical education. Before you talk to us about how that came into play, I want you to tell the audience what you mean when you talk about medical education. Talk to us about how that fits into your career track.

Medical education is sometimes known as prof ed. This is really the company’s outward-facing training for surgeons. Oftentimes, you have the medical device company that has products and they want surgeons to use it. They do it in a training capacity. Medical education is the company’s department or resources to put those products in the surgeon’s hands but in more of an educational platform.

Oftentimes, it’s resident training, fellows training, and attendings training. It could be a rep walking into a doctor’s office saying, “Try out my product or my widget.” It could be a regional meeting where you have a group of surgeons, maybe 5 or 6. You get them together in a room. They sit down and you have another surgeon talking about their results, their data, and how they use it.

It could be a national-level conference where surgeons fly in from all over the country. They come to Chicago to learn from five surgeons who use your product. They learn about the clinical efficacy and get to implant it in a cadaver. That’s what I mean by medical education. It’s the outward-facing education for surgeons to learn how to use a product.

Tell us how you utilized that and how it catapulted you to where you are.

All reps in their career get to a certain point. You get to a point where you’re either going to keep being a rep and you’re fine with that, you’re going to move into a manager position, let’s say it’s a regional manager, and you’re going to learn how to manage 5 or 6 reps, or you’re going to turn and go into the corporate side and do something. Let’s say it’s marketing, operations, or whatever it is.

I chose to go into corporate and chose a department that was relatively new. At the time, prof ed or medical education in action was very small. What I was able to do was go in there and say, “I have a sales background. I can understand what helps.” That helped out the sales team because I was able to, from the sales team and that perspective, shape and mold medical education. I was a resident and fellow educator there. I was able to put into place a number of programs and events and be involved in a lot of the growth of it. At the time when I left, it was about 8 or 9 events nationally to 50 or 60 regional events.

Let’s get into that a little bit. Remember. We have people that know exactly what you’re talking about and we have a bunch of people that don’t. Let’s talk about why it was so valuable to focus on fellows. Give us a little bit of a definition of that and then why that can be so beneficial when you’re trying to grow your brand as a representative.

We’re going to step back a little bit. As surgeons or physicians, they have their medical training. They have their residency where they’re going through a program for 5 to 7 years. That residency is where they’re getting their hands-on on all sorts of different parts of the body and exposed to a lot of different things.

After that residency, they can choose to go into a fellowship, which is a very specialized part of their specialty. In my case, plastic and hand surgeons can go into hand. You’re either a plastic surgeon or an orthopedic surgeon and you can go into a hand fellowship, which is a one-year program. After that, you tend to go on to become an attending somewhere.

What I really found was that these later residents, so fifth, sixth, seventh year in the end, and fellows, the surgeons that have decided they’re going to go into hand, this is a prime opportunity to introduce them to new technology to get them into things that are maybe innovative and new. There’s not a lot of data, but they’re willing to see, look, and understand these new technologies and how they fit in.

Medical Sales Podcast | Medical Entrepreneurship

Medical Entrepreneurship: A fellowship is a prime opportunity to introduce them to new technology, to get them into things that are innovative and new.


The hard thing is once you become attending, you are going out and doing what you do best. It’s a little harder to dabble with new technology, try something new, or try something without a lot of clinical data. That fellow year is a time for them to explore and understand new technologies. They’re like, “How does it work in the hands of the people that I’m training with?”

I saw there was such an opportunity, especially at Axogen, to work with those residents and fellows to teach them new technology and, at the same time, grow the clinical data. That’s from getting these academic centers to get bought into doing studies, getting the product in their own hands, following up, and seeing. That has evolved. In my time at Axogen, it was over twelve years. I was lucky enough that I could be there at the start, middle, and end. That doesn’t happen often.

By hitting them so early, why wouldn’t they be receptive to whatever technologies you guys had after they had become attendings or after they started practicing and were doing their own thing with whatever practice they were working within?

It’s getting the right exposure. It’s also getting the centers and places that they’re at to be accepting of that. You can’t go and show a resident a product without the attending’s buy-in. If the attending’s not bought in, the resident doesn’t have a lot of power or even the fellow doesn’t have a lot of power to make those decisions. You have to get the whole spectrum involved. Once you get that whole spectrum, you’re really paying forward to the company because these residents and fellows aren’t staying in your area. They’re going out into the world to do surgery and help people using your technology in other places.

Where did the company come into play?

Fast forward through all this, I decided to go into a leadership role. That leadership role at Axogen happened to be back in sales. I became a regional sales director for Axogen for a little while. I took a chance, I went to a startup, and that startup didn’t pan out for me. I said, “What am I going to do with my career? I could go back into the corporate world.”

I am reminding people I finished my MBA. I was like, “I’m going to see what it’s like to do my own thing and be my own boss.” I was lucky enough that I met a partner. Her name’s Jill Nunes. She had a distributorship going and I was able to plug and play right in. We’ve been great partners. It’s really nice because we get to talk to each other about different decisions and different opportunities. It helps to have that other person because you have a back-and-forth. It’s not me making decisions. I feel like I have another person who’s backing me up or saying, “Why don’t you think about this?” or, “I’ve seen this in other places. Why don’t we try that?”

Does she also have an MBA?

She does not.

If it hasn’t done what you thought, share that with us too. I’m curious. The MBA knowledge that you brought to what she was doing, has it had a profound impact? If it has, how has it changed things?

The MBA was something I always wanted to do. I got lucky. COVID hit and I was at home and was as any outside sales representative. I was like, “I can’t go into these hospitals.” I started checking things out. I was like, “I’m going to apply to UNC.” I got my MBA at UNC at Chapel Hill in the online program, the executive program. I did it at a time when I couldn’t do a lot of other things. I was doing a lot of computer work at home, but I was able to have that time and bandwidth.

What it has really done is it has given me a background and understanding of how companies work and the objectives behind a company. Before, I was like, “I’m a sales rep and I’m selling this product.” I was very focused on selling my product in the San Francisco area. The MBA allowed me to step back and say, “What is the company trying to do?” Oftentimes, reps hear a decision from the company and they’re like, “I cannot believe I’m doing this. I’m here on the brand level and I know this is the wrong thing.” The MBA has allowed me to step back and say, “From a company perspective, what do you need to do?” It’s the group selection and group mentality on how we make decisions.

Medical Sales Podcast | Medical Entrepreneurship

Medical Entrepreneurship: The MBA allowed me to step back and see what the company is trying to do.


Also, I didn’t have the skills before, and I certainly do now, to be able to have a business plan, create a proforma, understand what numbers look like, and project out over time where we’re at and say where we’re going to be in the future. That really helps with understanding, especially for the company and me, of, “What we have to invest. If we’re on this track and we have the sales quota, we’re pacing along this direction, and we’re going to invest money back in the company, how much money do we have? Is it worthwhile to pull a senior rep knowing that we’re going to pay out X percentage and keep X percentage and we have to invest this back in? Can this all work? Is this all going to balance out?”

Before, I was like, “It’s going to work out,” but this time, I have some subjective Excel spreadsheets that I can look at and say, “This could work out,” or, “We need to get a loan. We need to go out and finance ourselves a little bit. What are the downsides of that? Are we leveraging ourselves too much with this? Should we go to friends and family and use some  goodwill?” Those are all decisions that I learned in my MBA that have helped me with the distributorship.

She already had the distributorship. Was she already thinking that way, or would you say that because you had finished your MBA and you joined her, you gave her a whole new layer of thinking?

I’d like to think I gave a layer of thinking that was more trustworthy. It was more like, “We can do this.” At the time, she was like, “This is a great partnership. We’re going to go out. We’re going to make money.” I presented her a business plan and she was like, “This makes sense. In Q2 of 2024, it looks like we can hire that associate for $80,000 and the revenue coming in is enough to float us.”

It allowed me to give a different perspective on things for her. It has allowed me to think a little differently too, in general, more from the company perspective of, “What’s the big picture? What’s the hospital trying to do? How is the hospital looking at this? How is the interaction between the insurance company, the hospital, and yourself as a triangle? You have the provider and the producers.” Understanding all that has been a good perspective for me.

Pursuing Medical Entrepreneurship

What a great find. That’s fabulous. I know a lot of people who are reading this. There are people reading that are saying, “I want to show up like Tim. I want to be Tim when I grow up.” What would you share for not only people who want to get in but also for those who are working as individual contributors? They have ambitions to have a distributorship or they have ambitions to do something a little bit more entrepreneurial as they work within their field. What would you advise them?

Number one is you need to go out and find good mentors. Find people that understand that have been doing this for 10 or 15 years and listen to them. I am a really big advocate of hearing different perspectives. You hear from, let’s say, five people. You have five mentors that you trust. You get their input, and then you synthesize that together and make the right decision for yourself.

Also, it’s about being patient. I felt it. I was at Stryker for a couple of years and I was like, “I’m ready to be a rep.” Those early years are invaluable to trip, fall, try things that are different, and understand the business before you are ready to become a full line rep or a full rep. Once you’re that full sales rep, everything’s on you. You’re the one who has to hit the quota. You’re the one who has to organize your day. You’re the one who has to manage that associate if you have one.

A lot of people early in their careers want to start running before they’re ready to jog. Be patient. If you’re going to be successful in this industry, meaning medical device, it will happen. If you’re patient, you’re driven, you think the right way, you organize your day, you’re in it for the right reason to give the best product to the patients, and you’re reliable, those are things that will help you succeed.

That is fantastic. How do you make this all work? Do you have a family? Are you the guy who has all kinds of time on his hands and does what he wants? How do you make life work?

Life doesn’t work at times. Honestly, I see things in these buckets. You have your life, which is usually your family and friends, and then you have work. You typically have one thing outside of it. Maybe it’s a couple of things. Maybe it’s smaller stuff. I have rugby. I played and refereed rugby. That’s my other thing outside of this.

I really am passionate about helping people take their careers to the next level. If they’re an individual contributor and they want to become a manager, if they’re fresh out of college and they want to get a medical device, or if they’re in the middle of their career and they want to do something new, I always recommend, “Go into corporate. Do a job in medical education. Do a job in marketing because you get a different perspective on the medical device industry.”

Do a job in medical education or in marketing because you get a different perspective on the medical device industry. Click To Tweet

It’s balancing. You have to balance all things at once. On top of that, you have to be happy. You have to be happy with what you’re doing and not get burnt out because you can get burnt out. I’ve checked out your other episodes. You notice people talk about how much they work. Sometimes, you need to step back and say, “Why am I working so hard?” It is recognizing that.

It sounds like you’re all over it. You’re doing a fantastic job. Thank you so much for being on the show. We have one more thing to do before we wrap up, but before I even get to that, is there anything else you want to share with the audience?

If you want to get into this industry and want to get into medical device, do it for the right reasons. A lot of people, I hear say, “I want to get a medical device because I hear they make a lot of money.” You can make a lot of money in a lot of other jobs. You do this job because it’s fun and passionate. I have some great relationships with surgeons, physicians, and also even the hospital staff. I really enjoy that. My day in and my day out was great.

Later in my career, I learned that it’s not about me. It’s about my team. If I can teach 4 or 5 people to do the job like I did, that is so much stronger as a whole as an organization. If you do one job and you’re controlled by your bandwidth and your time, if you can train and teach 5 or 6 other people to do that, you become invaluable to yourself and whatever company you’re working for.

Lightning Round With Tim

Couldn’t be better said. Are you ready for the lightning round?


I’m going to ask you four questions. You have less than ten seconds to answer. The first one is what’s the best book you’ve read in the last couple of months?

I’m reading Rainbow Six by Tom Clancy. This is not a self-help book. This is a book.

I know Tom Clancy. I’m very familiar.

I’m reading Rainbow Six and what other people are doing.

Best TV show or movie you’ve seen in the last couple of months?

People are going to laugh at me, but every time I watch Shawshank Redemption, I think it’s great.

No one’s going to laugh at you. That is my favorite movie of all time.

It stands the test of time. If it’s on, I will catch it in the middle. It’s one of those movies that I love seeing. I’m going to say Shawshank Redemption because it’s a classic.

I support that decision. Best meal you’ve had in the last couple of months?

My partner and I went out to a sushi restaurant called Ju-Ni in the city.

In San Francisco.

It’s an omakase-style Michelin Star restaurant. She and I were amazed by the different tastes, feel, and textures that you could do with it. I love sushi, so I would have to say Ju-Ni.

When you are around San Francisco, and he did mention Michelin, you have to go. I’m going to have to check that out myself. This is the last question. What is the best experience you’ve had in the last couple of months?

This is going to fall to the rugby side. I’ve been involved with rugby and refereeing rugby for a long time. I was able to referee a very high-level game. I went in there and prepared myself to do it. Both teams fought hard. In the end, 1 team won and 1 team lost. I left the game feeling accomplished. I did everything I could to elevate the game and make it better.

It’s one of those things that if you put a lot of time and effort into something and you put a lot of your heart, soul, sweat, and tears, and you do it and accomplish it, you’re happy at the end. It was a few months ago. It made me feel good about all that time and effort I put in.

That’s fantastic. Thank you for sharing that short story with us. We can’t wait to see the amazing things you do as you continue your career. Thank you so much for being on the show.

I really appreciate it. I wish everyone the best of luck out there in finding what they want to do.


That was Tim Lew. Fantastic stuff. You might have read this episode and thought to yourself, “I would love to put myself in a position to have a career like Tim’s.” You already know what I’m going to say, and I’m going to say it again. Visit EvolveYourSuccess.com. Fill out the application, submit it, and schedule time with one of our account executives. Let’s have a conversation. We’ll show you how we can get you where you want to be.

The biggest thing when it comes to getting into medical sales is the necessity for support, the necessity for know-how, and the necessity to be ready to do whatever it takes to get the job. We have the privilege of working with so many professionals who understand some of these things, but it’s not until you’re going for it the right way that you get to understand all of these things. What people don’t realize is by understanding how to get the job the right way, you’re giving yourself that much more of a better chance of performing the job the right way and living the life you’ve dreamed of.

If you’re looking to get into the medical sales industry, stop wondering, stop wasting time, and stop beating your head against the wall. Visit EvolveYourSuccess.com. Fill out the application, schedule time, and get with one of our account executives. Let’s get you where you want to be. As always, we do our best to bring you guests who are doing things differently in the medical sales space. I really do hope you enjoyed this episode. Tune in next time for another episode of the show.


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About Tim Lew

Medical Sales Podcast | Tim Lew | Medical EntrepreneurshipJust a medical device entrepreneur who’s passionate about the space.





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