Operating across four main divisions in different countries, Medtronic is officially an industry giant in the medical device space. The need to coordinate efforts across these units calls for an enterprise leader, a relatively new executive role that is competently being filled by Adam King, who has served the company in several different positions for sixteen years. Sitting down with Samuel Gbadebo in this episode, he relates the challenges of such a responsibility and his personal journey in the medical device sales world that ultimately took him to his current position. Adam’s professional development is a series of huge leaps in an industry where he is very much a good fit. You don’t want to miss this opportunity to learn a thing or ten about success and leadership from this certified industry leader.
We have with us a very fascinating guest. His name is Adam King. He is an Executive Enterprise Leader with a very large medical technology company that you’re going to learn about. He’s a veteran in the medical device space. He was originally an engineer that discovered a gap between engineering and science while getting his Master’s degree. That took him to the start of a successful career in medical devices. One thing he says that I’m going to note that you’re going to read time and time again in this episode is, “I want them to know when I’m there and miss me when I’m gone.” It’s a great episode. I hope you enjoy it.
We have with us, Adam King. Adam, how are you?
I’m doing great. How are you doing?
I am fantastic. Adam is the Enterprise Leader at Medtronic. That is an executive role. Adam, why don’t you go ahead and tell us a little bit about what that role means and who you are?
It’s a relatively new role at Medtronic, but as you can imagine, Medtronic’s a big company. We have four main divisions and the enterprise role is to help coordinate efforts across those four business units, whether it’s for large IDN or different customers so that we all know where we’re being strategic and what we’re trying to do. We don’t have major significant overlaps and also those customers have one point of contact. As you can imagine, just to call in a Medtronic and ask for somebody, you’d get lost for a couple of hours. My role is to try and be the main point of contact and usher them to the right people.
You said four different business units. What are they?
For Medtronic, we have the Diabetes Unit. We have the Cardiovascular, the CVG group. We have RTG, which is Restorative Therapies Group, probably most well-known for pain and spine. In addition to that, we have legacy Covidien, which is our Minimally Invasive Therapies Group or MITG.
How long have you been with Medtronic?
For many years. I came in through an acquisition myself several years ago.
We all want to know, how’d you start? When you were a little guy in your childhood years, was it that one day you’ll be the enterprise leader from Medtronic or did you have a different type of dream in store?
Number one, any of my friends will say I’m still a little guy. When I was in undergrad, I came out in my first couple of years. I did a lot of different research. I worked on superconductors. My undergrad was Ceramic and Materials Engineering. I could either make fancy toilets or I could go into superconductors. My parents were happy that I went towards superconductors. One pivotal day, I was in the office and we had a business meeting. This group from a big company came in and they wanted us to make our engineering platform on this substrate that by the laws of physics, you couldn’t. This business guy could not get it out of his head that we couldn’t do that. I realized there was this gap between engineering to science and that’s what forced me to pursue my Master’s degree. That’s what led me to the med device. It was a natural fit to say, “There’s a lot of science and med device and we’ve got to bridge that gap and be able to understand the business side of it as well.” That’s what I went after.'I want them to know when I'm there, and I want them to miss me when I'm gone.' – Adam King Click To Tweet
You saw a need and you tackled it. You went from college straight into your Master’s degree. What was your Master’s in?
It is just a general MBA. My Master’s thesis was med device distribution. We looked at joint ventures. We looked at licensing any way you would go about bringing a med device to the market direct sales channel. From there, I met a bunch of VP of sales, but I got my Master’s at the same time I was doing my first job. I was an engineer working in a lab and then I’d go to night school for my MBA.
Where was that first job?
My first job was back in Atlanta. It was at a tech company called MicroCoding Technologies. From there, I started to try and figure out what I like to do. I realized I liked talking to people and in a lab, you talk a lot. It’s not quite as exciting. That was also the reason I thought, “I think sales is a fit. I got to try it.”
You were an engineer in the lab getting your MBA. I’m assuming you graduated with your MBA before you moved on to a sales role?
It is at about the same time. I had two classes left in my MBA. I was in Atlanta at the time, so I interviewed for a job back in Phoenix, which is where my family was, and got the opportunity. I was able to transfer my last two classes back to finish my Master’s when I started my first actual med device job, which was the one with Arrow at the time.
What was that transition like? You had been in the labs, so I can imagine that was quite an awakening.
A steep learning curve to say the least, but it felt natural. I love getting in front of people. I love helping people. Being able to get into the med device and when I say med device, it almost puts “custom IV sets,” tubing stopcock. You can imagine this is not like you’re selling hip implants, but it was a med device job. I was thankful for it. We could do custom things. I was selling to hospitals, vets, ambulances, anybody that would listen. That was my first opportunity to go, “If you think you’re an extrovert, go try it and see what happens.” It worked.
That was in Arrow International and then you made the move into Brasseler. Walk us through that. What is Brasseler and what was that move like?
When I was in Arrow, with IV sets, you didn’t get into the OR a whole lot. You’re dealing with people outside the OR. Brasseler was orthopedic blades and burs so neuro. We would compete with the Midas Rex from Medtronic for blades and burs, everything from podiatry to total knees. I went after it because it got me in the OR. You’ll hear a lot of reps as they want to get into a med device, OR is an exciting place. That allowed me to finally get into the OR at least as a toehold. Brasseler was a low end on more commodity. We weren’t held probably in the highest regards, but they gave me an opportunity and it allowed me to continue to progress. Once I was in the OR, then you start looking for other jobs and seeing what works.
What was the product again with Brasseler?
It was blades and burs. The blades go on to the total joint when they’re doing the actual sign. It would go onto the power tool. We would see all the different blades.
You went to Salient Surgical Technologies. How did you leverage that? Talk us through that Brasseler to Salient.
It was a startup world. I was in a lot of startups when I was in engineering and then started to move towards the med device. I’d been in the OR with Brasseler and was able to leverage the fact that I had OR sales in my background to talk to, at the time, it was called TissueLink. It was the name of the company that changed to Salient that got acquired by Medtronic. TissueLink was a startup at the time. There was $12 million in sales with fifteen reps. Thankfully, they took an option on me as far as I being an engineer and then a Master’s and then having some sales. I would never, in a million years, would have thought that this dripping bobbie would’ve gotten to me where it was, but here we are, and it was an incredible step in the right direction.
That’s how you became a part of Medtronic. You were bought with when you were with Salient.
We had a ton of orthopedic plus oncology exposure and some through electrophysiology, which is a big component of Medtronic. The power and energy portfolio tucked in nicely.
When you look at your profile, you can see that you made some huge leaps, even within Medtronic. You started off with the director of market development and strategy and then you went all the way to VP roles where VP of marketing and VP of orthopedic solutions. Talk to the audience a little bit about what was it that helped you make those moves? Was it the networking you were doing? Was it your performance was off the charts and you were making things happen? Were there opportunities to play in the market? Talk us through some of that.
There were a couple of factors involved. One, I’m not very shy, but I wanted to get into the OR. I had a saying that, “I want them to know when I’m there and I want them to miss me when I’m gone,” which implies that I’m not just there and being annoying. I know I’m there, but they also know like, “I would get the little guy back in the room. I want to talk to him because I wanted to add value.” I took that same mentality. I was in the field for a long time that I went to be a manager. When I moved into management, I started writing these one-pagers newsletter letters. I called them brain flows, but I wanted to add value to my team. It extrapolated to where other people in the company were reading them.
They were tips, tricks and pearls of wisdom, all the things that we see, but I took it upon myself to try and share them. The important thing was to go outside of the realm or the procedure that we were in. I could be an expert in my device or an expert in a total joint, but then understand what the anesthesiologist is looking at or what the circulating nurses looking at. That’s what I would write up in these things. That helped promote a little bit of myself internally. Truly unintentionally, it wasn’t meant to be a promotion. It was, “I’m here to help.” That was one. Being willing to go out there and learn more and then to share it. There are ten rules I live by and one of which is to serve.
That’s what I wanted to be able to do. It was meant for my team and then it went to the rest of the company. I’ve been blessed by having a lot of solid people around me. I had people that would take a risk on me, whether it was because they saw some of those things I had done in the past or because of my sales record. To say I went from sales to marketing on my own accord would be an absolute lie. I had people that took a leap of faith with me and I like to think it worked out pretty well. Some of my fondest years were when I was the VP of marketing. That was right before we got acquired. Having good people around me was probably the second thing. The third is the rules that I live by. They have allowed me to continue to move forward, serving others, loving the people around me, give credit where credit is due, no surprises, and all of those things are factors into what has it allowed me to be able to build into a leader.
Let me get it straight. When you were a director of a market development strategy, you started a newsletter. Is that what you’re saying?
It was when I was a manager in the field. I was an account manager for TissueLink Salient. I then moved in to become a field manager. When I was a field manager is when I started to write these newsletters. That felt like I had the thoughts in my mind that my team might find some value in. I’d start writing them down and I’d write these two-page brain flows, share them with my team. It was blood management, the blood bank, anesthesiology, whatever I thought was good knowledge.
You came up with something you saw that would be a value and it almost created this opportunity for you where leadership notices.
I remember I was in my car driving to an account and the CEO called me. I didn’t know him that well at the time. It’s still not a company, but my CEO, Joe Army calls me and says, “I don’t know where you’re writing these things from but keep going, I’m reading them.” That’s when I knew it’s okay. Joe called me and I’m like, “I’m going to keep writing.”Continue to add things to your plate so that you can add value outside of what is deemed to be your traditional role. Click To Tweet
You put it out there twice so I’m going to ask, so do your best, what are these ten rules that you live by?
I’m going to run through them. Some of these are from my managers. Some of these are ones that I’ve learned to adapt over time. One, no surprises. Whether you’re in the operating room, if something goes off the sterile field and you don’t have something you need, don’t wait until the last minute. Don’t try and hide it. It’s like, “Doc, I dropped it. I don’t have it or it’s coming.” You got to be honest. The same thing with your manager, “I’m going to miss my number because of this.” Don’t wait until the end. There’s no time left to present. In my company vehicle, at that time, I wrote with a dry erase marker on the windshield, “What have I done to move the business forward? Have I done everything I can?”
Before I got home, I’d read them. I’ll make one more call. No time like the present. More facts, less emotion. Back when I was much younger, I would get mad and I’d be volatile on conference calls and dial it back to facts. It doesn’t have to be emotional. Maximize the value in your messaging. The four points are trying to drive home as much intent as you can, both verbal and visual. That’s more of a marketing role. A lot of these I also have versus behind but be generous and Corinthians 9:11, just give it your all.
If somebody needs something, help them. One that’s helped me a ton along the way, give credit when it’s due. It’s not worth me trying to take credit for something that’s either mine or partially mine. Help and support others, give them credit when it’s due, especially now, love people, all people. That’s another one on the list. Number 7 or 8, be thankful, be encouraging and serve. Those are the last three. My son will tell you he’s got a verse that he’s learned from me. Hebrews 3:13, “Encourage one another daily,” because we need it especially when you’re out in the field and you’re getting beat up.
Do you put these anywhere so you can always see them and remember them? Are they in your office, your home office or in your car? Where do you put them?
I wish I could send you this picture. They’re all up on my dry erase board on the left. I pulled them up on my screen, but I sent them to my team not because I want them to follow the rules, but it’s because I want them to understand how I’m going to interact with them. I’m not going to surprise you with something. I’m going to encourage you. I’m here to serve.
How long have you been using this type of system and where did you get this idea from?
I’ve been using it for years, probably it is when I finally wrote him down. It stemmed out of a couple of things. One, I went through the book, StrengthsFinder. It ranks your top ten strengths and then your lower ones for improvement. What’s shocked me is as much as I think is me being a competitor. The number two was beliefs. It came out very high as far as being firm in your beliefs when you’re going out there, not just from a Christian value standpoint, but being strong in what you believe in. Meaning, it’s your product, your leadership, your opportunity, your potential. When I started to read through those characteristics, I felt like I got to write these things down. At the same time, I was moving into a bigger leadership role. I felt like the timing was right.
You’ve been the director of partnership and business model innovation, VP of marketing, VP of orthopedic solutions, and ultimately enterprise leader. How have you been in that position? I know in the beginning, you said several years in a new position, but you specifically you’ve been in it. What’s that been like in comparison to your other leadership roles?
Being new, you’re trying to learn how the role works. I’ve been in the role of myself for about a year and a half getting closer to two years. It’s different because it’s influential. It’s not a direct leadership style where somebody reports into you and you’re trying to influence across four big groups, diabetes by itself or CVG. Those are all big groups on their own. The bigger challenge is to try and influence somebody to deploy a certain strategy that may also synergistically help another BU that they’re not necessarily connected to until it gets to the very top. That’s probably been the bigger challenge and also, I came out of one category, primarily orthopedics, and what we know is the RTG Restorative Therapies Group.
Try and show that, prove credibility, build trust in a cardiac division, a big general surgery division. That’s not done overnight so it’s taken some time to build up that credibility. At the same time, you’re building up credibility with that account. In IDN, it might be a 50 hospital system. It’s looking for you to be the main point of contact for Medtronic. You don’t want to mess that up. It takes some good solid effort to show them that you’re going to listen to them as your external customer. You’re going to listen to your internal customers as well.
Is the majority of your interaction internally or do you have a lot of interaction with the actual customer?
It’s probably 50/50, maybe 60/40 interaction with the customer. It’s a lot because as the main point of contact, you’ll get calls for all sorts of things. A rep didn’t pass Vendormate strategically. We need to look at some different ways to increase patient throughput. There’s a lot of strategy with the higher level, probably C-Suite of most of the IDN. Also, I bridge the gap into a lot of ambulatory surgery centers as well that as you can imagine. It is evolving dramatically with the scenario that we’re in.
Take us back to when you were a representative. Help us understand what makes an amazing representative. I know you’re going to have a thorough perception because you’ve done it, you’ve led it, and you’ve led it at an even higher level. When you take everything into account, what would you say makes a strong representative? What skills are they demonstrating on a consistent basis?
It’s tough to boil it into one word, but I would say it is value. As much as that easy to say, you got to bring value. What I mean by that is you look at all the things we’ve talked through with the brain flows and going out and learning all these different aspects of things. Having a varied background in marketing engineering, you’ve got to be able to find how you’re bringing differentiated value. If you’re an orthopedic rep, there are lots of orthopedic reps. There are lots of big companies and small companies, but you find that those relationships are so strong with those particular representatives because they’re adding value above and beyond just the knowledge of their implant. They know how to do revisions. They know what they need to do. If they’re taking somebody else’s product out and put theirs in or vice versa. They know what the patient might be going through, the different dynamics.
It’s broadening somebody’s knowledge base so that you can maximize the value you bring in any given day. I see a lot of reps, they get isolated and they don’t want to learn other things that are going on that might impact or might not impact the direct role that they’re in. The more you can be a value to whoever you’re engaging with, that’s where you can drive home when your purpose is there. I would say now in this given world, given how much change and adaptation there is where sales reps are going to have a hard time getting in front of their customers. How are we going to drive that value? What is it going to be that’s going to get you in front of that customer that is doing all Telemedicine? I think it’s going to boil down to what you can bring that’s differentiated from everybody else that’s trying to get them to pick up the phone.
Would you say that maybe you can quantify that as creativity, determination and you’re hungry to make it happen?
I think those are all fair. They can all tuck into it, but you’ve got to be able to go above and beyond what you’re doing now to know your product in and out. You can’t walk away from something like that. You’ve got to be able to understand what’s going on in the environment. What else might apply? You’ve got things like the changes in reimbursement rates, the changes to AFCs. If I’m selling a total joint, I also need the reimbursement rate is that moves to an ambulatory surgery center. I need to understand that dynamic so I can help my doc better understand if that’s a good idea or bad idea. Not that I’ve got to be an expert, but having an opinion. I think your creativity is a good way to say it, but what else do I need to know that I don’t know now that my competitor doesn’t know?
One thing that I encounter a lot is people that want to transition into medical devices. You have a pharma that wants to transition to medical devices or business-to-business that wants to transition medical devices. When I talk to many medical device professionals, all of them share this theme that people need to understand what they’re getting into. It’s not going to be what you experienced in pharma. It’s not going to experience in business-to-business. Its own unique set of experiences. What would you say to that?
I agree. It is different. I would say to not be daunted if you are a pharma or B2B rep that’s trying to get into the med device. We used to hire people from all sorts of different backgrounds, the mortgage industry, except. The people that are hustling. They’re showing that curiosity, they’re showing that additional value, but it is different. You’re going into a very sensitive situation, especially given COVID. You’re walking into an OR where you’ve got a patient on the table that’s either awake or not awake. You’ve got to understand the dynamic of the room, it’s a high intense situation.
I think all of those things do make it completely different. You’ve got to be able to step up if the doc is doing something wrong in surgery. You’ve got to be able to step up and ask them to stop. That’s not simple. That’s not making a sales call. That’s above and beyond. That’s different, but that’s what adds that value. That’s what builds that trust between you and that doctor. He or she is going to thank you for doing something, rather than waiting until the end. No surprises. “I wouldn’t have done that if I were you.” “You should have told me in the case.”
When it comes to navigating your career, then what would you say are maybe some ground rules that you need to follow to navigate your career? If you’re a medical device sales rep, and you’re thinking about leadership and you want to almost follow the path that you went to, what are some things to keep in mind to start doing within your role and maybe outside of your role?
My manager has continued to ask me to work above the level that I’m at. I think that’s probably one of the most critical things. You could excel and be 120% of plan, but are you 120% of plan or your peers on a 120% plan because you helped them? What are you doing outside your role to elevate your position to say, “I’m showing not only can I master this role that I can take on more?” Whether that’s sales, you’re helping with marketing. Obviously, you’ve got a lot of field trainers out there. I would also ask the person that you might be able to reach out to as a mentor, what else can I do? Attach yourself to a mentor as you’re trying to increase those things. What are you doing outside of your space that they would see would be valuable and help you take those steps? It’s a lot of what helped me when I was younger. I’m still doing it now. I continue to add things onto my plate that I can add value outside of what we deemed my traditional role.
You probably get approached to be a mentor by a lot of people.Keep grinding. It’s going to be tough, but it will pay off. Click To Tweet
Surprising not as many as you would think. My mentors would say the same thing when you reach out and you ask them. It’s surprisingly low about how many people one, will ask you or two, will be intentional about continuing in that mentorship. I’ve been thankful to mentor a couple of people, but it tends to fade away pretty quickly unless they’re intentional about, “Every month I’m going to put on a call.” I mentor two people now. The only reason that we’ve continued as there’s value in that relationship and it’s scheduled monthly. It’s always there.
As far as getting a mentor, it’s as easy as asking and being diligent and keeping up the relationship.
I would say there are different levels of it. We had a speaker come through. There’s the initial relationship. You can’t just jump into being a mentor. I’ve got to know you. You’ve got to know me a little bit, so I know if it’s going to be a fit. There’s that relationship. There are mentorship and sponsorship, which is a little bit different because I know you’re going to have for the position. I may recommend you to it. I think the way they broke that down is pretty valid, but it all starts with asking, “Would you help me? This is where I’m looking to go. Which level do you see you’d be at mentorship or sponsor?”
I’m going to ask you a question that I’d love to learn from you. Throughout your career, you’ve experienced a lot of challenges and difficult times. Could you touch on any especially difficult time that you had to evaluate why you’re doing this that kept you going and kept you focused and allowed you to continue?
One of the challenging times ahead is I remember walking on an OR where I got torn apart. I don’t even know if it was necessary, I thought it was the wrong place, wrong time or I didn’t represent myself. I’ll take all the blame. I remember walking out of there almost in tears. At that point, I am almost a 30-year-old man to be walking out in tears was a humbling experience. Those are the turning points where you can either decide, “I’m not going to do this. I’m going to go find something else I like.” You’re going to go back in there and prove that you’re still valuable to that person. Own your mistakes, apologize, and do what you need to do to go back in there while holding your beliefs in place.
I am not saying you got to let yourself get run over and build yourself back up. I’m happy to say, “I did go back and do that account.” I remember exactly where it was. I remember the people. It was a good, solid learning lesson that I had to go back and overcome. Another one is we’re in sales. I was supposed to be highly commissioned, but I was struggling to close accounts. I remember sitting in my small group at church and like, “You guys got to pray for me. This is going to go one way or the other here in the next month or two.” I had a newborn at the time. There is a lot of pressure. You’re in the crucible. You can make a choice. You can fold or you can keep pushing. I kept pushing. I remember I was working eighteen hours a day. I was in the field. I was doing everything I can. It led me to the success and the roots that I have now. Those were not fun times. They were tough.
I think I know the answer, but I’m going to ask you anyway. What would you say sustains you? What keeps you grounded and allows you to give it your all every day and make things happen?
Faith and family are two big things for sure, especially as I’m older and my kids are older. It used to be kind of the grind and the competition. Now, I think I’ve moved into more of, “I want to be there for my family. I want to be a value.” I would still say the exact same phrase. I want them to know when I’m there. I want to miss me when I’m gone. It applies to my family, my coworkers, my boss, and my entire company. That still drives me now. I don’t want anybody when I leave the room for them to go, “Why was that guy here?” I want them to be like, “He added some value. That was good.” Even if it’s a little bit, you know, I want to add value.
This is something I ask every guest. Let’s take you back to right before Brasseler. If you can give yourself a piece of advice with all the wonderful information you know now, what would it be?
It would have to be some of the big thankful with where you’re at, but strive to be where you want to be. I think back at the times when I could have folded back to when I was selling tubings, I could have stayed there and been happy and I wasn’t satisfied with that. I wanted to continue to drive. I think it has to be something along those lines, “You got to keep grinding. It is tough, but it will pay off.” Here I am, many years later in med device and I’m pretty thankful for all the experiences I’ve gone through. There are the drive and motivation to continue and to stick with it. It’s easy to say now, but it’s the same advice that I gave. You got to stick with it and keep running.
Where do you see yourself five years out? Do you have any other things to conquer? What’s on the horizon?
We’ve got lots of things still to conquer, for sure. One of the biggest things is I don’t manage a big team now. I’d love to get back to managing and leading a group or a business unit. There’s something of value in developing people and true servant leadership. That’s where I felt the best when I was VP of marketing, reorganize the whole team. People were utilizing their strengths in their core areas. These are four of the most rewarding years of my life was seeing me flourish and those people flourished all together. Our culture was the strongest I’ve seen. I’d love to get back to that and whatever that fits a bigger part within the Medtronic, that would be great, but that’s where I see myself going. I’d like to run a business unit someday, but I’m thankful where I am right now.
You were wonderful to hear from Adam and we’re so happy you came. You’ve given us so much, but if there’s anything else, any advice you’d leave for the audience, what would it be?
I’d go back to one of the primary ones we talked about, be creative and look to value beyond your core area and ask for help. Don’t be afraid to ask for help and say, “I don’t understand this.” I look at this now and I look at my oldest son, he’s an AP bio. He’s willingly asking for help. If he didn’t, he’d be floundering a little bit. I’m helping him and I’m floundering. Be creative, go outside your own domain, and reach out when you need it.
This was great, Adam. Thank you for being on. I hope to see you again and hear where you take things and learn more progress.
Thank you, sir. I appreciate the opportunity.
That was quite the interview. Two-page brain flows, a newsletter with pearls of wisdom that he shared with his team utilizing all these different perspectives from all these different players in a procedure. That was some good stuff. One thing that many guests mentioned that Adam also mentioned is when it comes to sales in the medical space, it is all about service. Adam was about that from the beginning. Even when he stepped into leadership to start this brain flows, you knew that he even wanted to serve those individuals that were working for him to the best of his ability, to the point that it got noticed by the CEO who reached out and not only congratulated him on what he was sending out but encouraged him to keep it going.
A couple of things I want to point out that I loved hearing in this interview were the ten rules of Adam King. I’m going to run them by for everyone that was reading because I think they’re worth mentioning again. Number one, no surprises. Number two, no time like the present. Those two alone can take you a long way in your day-to-day, especially when you’re going after a position. Number three, more facts, less emotion. Number four, maximize the value in your messaging. Number five, be generous. Number six, give credit when it’s due. Number seven, from a genuine space, love people. Number eight, be thankful. Number nine, being encouraging to everyone that you encounter and number ten, service.
This was great. There were many pearls that he dropped for us in this episode. I want to challenge everyone. When you’re at work, whether you’re working from home, when you’re back in the field, or you’re back in an office, think about the impact you have with everyone you encounter. I think following a set of rules like this can guide you and make sure that just like Adam has mentioned, people will know when you’re there and they’ll miss you when you’re gone. That is an amazing phrase. I think if everyone takes that to heart, it’s going to take them to new heights.
If you’re someone that’s looking for a position, maybe you’ve been reading these episodes and you’ve been thinking, “I want to step into the medical sales space.” Whether that’s medical device sales, molecular sales, genetic sales, pharmaceutical sales, biotechnology sales, you’ve taken it upon yourself to say, “This is the space I want to be in.” Make sure you visit EvolveYourSuccess.com and follow the prompts and learn about a program that can help you make a difference. Get you the interview you’re looking for and help you land a position. If you’re someone that’s looking to develop in your sales, you’ve been in the industry maybe 1 or 2 or maybe even 9 or 10 years and you’re thinking, “I want to take my career to a different space. I want to step my game up.”
Maybe you want to get into leadership or you’re trying to get to a different level of leadership, visit EvolveYourSuccess.com and go ahead and select Improve Sales Performance. Let’s have a conversation and let’s see what we can do to help you get to that space and that space in your career that you’ve been thinking about getting into. Thank you for reading. Make sure you return next time for some more amazing guests and another fascinating episode.
I have been in med device sales now for many years in roles varying from rep to manager to VP. Prior to that I spent 4 years in engineering performing research and design of superconductors.
I am passionate about continued education and education of others around me. I strive for servant leadership with those that I interact with and will always lead from the front. I always want to find where I can help and add the most value.
I want to be able to continue to utilize my creativity to develop innovative pathways to success, for my company and for my customers.
Specialties: medical device, negotiation, sales, strategy, marketing, hospital economy.
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