Breaking Into Medical Sales: Your Expert Path to Triumph
In this episode, industry veteran Todd Crowder shares powerful insights on professional presence in medical sales — from wardrobe choices to workplace dynamics. Drawing clever parallels between interviews and first dates, Todd explains why business dress still matters and how details like grooming and attire can shape first impressions in both virtual and in-person settings.
We dive into the complex role of appearance in the medical device industry, including how visible tattoos, piercings, and personal style can impact hiring outcomes. Todd offers thoughtful advice on navigating these challenges — especially for minorities and Black women — in environments where unconscious bias may still be present. The conversation expands into the evolving landscape of Diversity, Equity, and Inclusion, and how candidates can stay grounded while navigating shifting professional expectations.
Todd also speaks directly to older professionals making a career pivot into medical sales. He breaks down how to turn life experience into a strategic asset, tackle ageism with confidence, and prepare financially for the transition. We wrap with a candid look at maintaining professionalism in male-dominated industries and offer practical communication tips for building strong, respectful relationships on the job.
Packed with real talk, personal stories, and actionable advice, this episode is a must-listen for anyone looking to break into or level up in medical sales.
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Episode Transcript:
Samuel Adeyinka (Host):
Hello and welcome to the Medical Sales Podcast. I’m your host, Samuel, 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 interview 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 percent 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.
Steve, how are we doing today?
Steve Gielda (Guest):
I’m doing great. It’s great to be with you.
Samuel Adeyinka (Host):
Absolutely. Great to have you on the show.
Why don’t you tell the audience who you are and what you do?
Steve Gielda (Guest):
Sam, my name is Steve Gielda, and I am the co-founder of a company called Ignite Selling.
We are a sales enablement and sales training company that specializes in the life science marketplace.
We help organizations in the medical device, pharmaceutical, biotech, and diagnostic space do a better job of finding ways to accelerate their sales pipeline, launch new products, and improve overall sales coaching for the organization.
Samuel Adeyinka (Host):
Nice.
How long have you guys been around?
Steve Gielda (Guest):
The company has been around for 10 years.
We started the business in 2010.
I have been in this space, in performance consulting, since 1997.
So well over 20 years now, which is hard to believe.
Samuel Adeyinka (Host):
Wow.
Take us back.
Where did you start your career, and how did you get into life sciences?
Steve Gielda (Guest):
I started my career right out of college working for 3M Corporation.
That was my first sales entrance.
I was selling copiers out of the back of a van up and down the streets of Washington, D.C. and Northern Virginia.
It was a straight commission sales job.
When I came out of college, we had to buy a van. We carried around three to four copiers, and we would cold call door to door in high-rise buildings, carrying copiers around on a gurney.
That was back in the 80s.
I spent 10 years there, and then I was hired away by a gentleman named Neil Rackham.
Some of your listeners might be familiar with his book SPIN Selling, along with several other books.
I went to work for Neil back in 1997, and he asked me to lead his life science consulting practice.
I didn’t know a whole lot about the medical device space.
My wife worked for a medical device distributor at the time, so I got smart fast.
I started doing research, writing papers, and understanding how hospitals buy and what challenges sales organizations face in terms of creating value in the hospital.
That was my entry back in early 1997.
I’ve been working with companies in this space since then, companies like Medtronic and Boston Scientific, diagnostic companies like Quest Diagnostics, Roche Laboratories, Beckman Coulter, and pharmaceutical companies like Sanofi and Novartis.
I’ve had the great pleasure of working with large companies as well as startups.
So it’s been a great run.
Samuel Adeyinka (Host):
Wow.
So the culmination of everything you’ve learned over these years, has it led to Ignite Selling?
Or is that just one of the many different types of selling platforms, for lack of a better word?
Steve Gielda (Guest):
When I worked for Neil Rackham, I was part of his team.
My job was to bring SPIN Selling into the life science marketplace, and I did that for five years.
Then Neil sold the business in 2000, and that gave me the opportunity to decide what I wanted to do next.
I had to decide if I wanted to stay with the new owners or go off on my own.
At that point, I decided to go off on my own.
In 2002, I became a distributor for sales training products, and I ran that business for a number of years.
Then I was writing papers, and a friend of mine, who is now my business partner, Kevin Jones, and I published our first book in 2012.
That was the impetus for saying, maybe we need to create our own learning methodology and our own modality.
We took what we had learned and asked, what makes us unique?
What makes the company different?
We thought about what salespeople really like and dislike about sales training.
What they don’t like is a lot of role plays.
What they don’t like is sitting in a classroom with a bunch of PowerPoint.
So we decided to take a unique approach.
Everything we do is built around a simulation-based approach.
It’s gamified learning for sales training.
We have specialized in the life science marketplace for a little over a decade now, helping organizations improve the performance of their sales teams through simulations.
Samuel Adeyinka (Host):
And is that Ignite Selling?
Or is Ignite Selling part of that?
Steve Gielda (Guest):
That is Ignite Selling.
Ignite Selling is the solution provider that brings together all of these different modules.
We have 14 different modules that help organizations do a better job.
Samuel Adeyinka (Host):
SPIN Selling is like one of the Bibles of sales.
SPIN Selling, The Challenger Sale, Integrity Selling, there are a couple that are just staples.
Steve Gielda (Guest):
SPIN Selling is definitely one of them.
Samuel Adeyinka (Host):
Yeah.
But you guys have literally evolved from SPIN Selling to Ignite Selling and beyond.
And I shouldn’t say you guys, but what was part of SPIN Selling, which is you, has taken it somewhere else and evolved into Ignite Selling and beyond.
So is SPIN Selling still relevant?
Should it still be in the playbook of every sales rep?
Or is it outdated now?
Do we discard it?
Steve Gielda (Guest):
That’s a great question.
The short answer is no, I don’t think it should be discarded.
I think what Neil did by creating a questioning framework with situation, problem, implication, and need-payoff questions is extremely relevant today, and I think it will always be relevant.
What has shifted is how the model should be used.
In today’s world of sales, it’s not just about needs and wants anymore.
When salespeople are merely going in and asking questions to understand the pain points of their customer, it’s just not enough.
What top performers are doing today is taking those problem and implication questions and raising the bar.
They’re asking questions not just about needs and wants, but about critical metrics their customers are being held accountable to.
That allows them to better align their unique capabilities to the business metrics of the OR department, the chief of orthopedics, or the director of pharmacy.
So I think those questions are still very relevant today, but it’s a different application of those questions.
Samuel Adeyinka (Host):
So if I’m new to med sales and I’m thinking, okay, I trust that my company has good stuff, but I’m an overachiever and I’m going to give myself my own sales education.
SPIN Selling is a book I have in my closet. Maybe I should get Ignite Selling too.
If I start reading SPIN Selling, how should I position it so that what you’re saying is still applicable and I can do it better?
Steve Gielda (Guest):
Great question.
My advice to somebody who is new to med tech sales would probably be not to read SPIN Selling first.
I would probably say flip it around a little bit.
Go find a book that teaches you how to think more critically and more strategically so that the questions you ask have more relevancy to the customer.
In other words, it’s about thinking, who should I be engaging with, and what do they care about, so my questions resonate better?
If you ask most sales representatives today in the med tech space a very simple question, “What are the business metrics your customers are held accountable to in the hospital?” they often don’t know.
They know the pain points, but they don’t understand the metrics those customers are held accountable to.
Let’s face it.
People buy from people who help them do better at their job.
If I don’t know what you’re held accountable to, how well you achieved those metrics last year, and how I can help you going forward, then I’m missing something critical.
So I think getting a book like our book, Ignite Your Sales Strategy, or several others out there, helps you better understand what you’re really trying to say.
I also think role-playing can be done not just to practice how a customer conversation is going to go, but also to role-play different strategic scenarios that may take place.
For example, let’s take a look at the VAC committee in the hospital.
Let’s role-play this for a moment.
What happens if you go after the director of OR as opposed to the risk manager?
Let’s play that out.
What questions should we be asking the risk manager as opposed to the director of OR, as opposed to the chief nursing officer?
Strategy should also be role-played.
Let’s map out these different avenues of what can happen.
And I think role-playing should never be given up.
Organizations that fall victim to their sales representatives’ denial of wanting to do role plays will simply find themselves struggling in the end.
Samuel Adeyinka (Host):
On that note, I’m going to ask you to help us see what it looks like to do it the wrong way and what it looks like to do it the Ignite Selling way.
Let’s take a basic example.
Maybe we’ll do a med device and pharma example.
For med device, you’ve got a couple of minutes with the surgeon in between cases.
For pharma, same thing, a couple of minutes with the physician in between patients.
What does it sound like to do it the way reps are probably doing it right now, and what does it sound like to do it the Ignite Selling way?
Steve Gielda (Guest):
By the way, I’m a big fan of Integrity Selling.
But if you’re asking me what good looks like doing it the Ignite Selling way, as opposed to what reps may be doing today, let’s break it down in terms of what Ignite Selling helps sales representatives do better.
One thing we help them do better is think more strategically.
Think better about who they are going to engage, what’s happening inside that hospital, or inside that physician’s office.
That’s one set of skills.
How do you think more strategically?
The other set of skills is, how do you execute upon that plan?
If I break it down, let’s look at what the average performer is doing versus the top performer.
Average performers today in the med tech world, and even in the pharmaceutical world, have a tendency to meet with the individuals who are willing to meet with them.
They go to their friends.
They go to their buddies.
Why?
Because they’re available.
It’s the lowest hanging fruit.
It’s the path of least resistance.
So they go talk to those folks.
Now, are those folks always the best people to talk to in order to displace a competitor?
Maybe it’s a good place to start, but is it the only place you need to engage?
No.
Average performers have a tendency to only hang out with the people they know.
Top performers say, let’s take a look at a map of all the potential key stakeholders.
Let’s validate for this particular decision, to make a change from what they’re currently doing to what we want them to do, whose voice matters most.
They don’t assume that because the last time we worked with them, it was these three key influencers, it will be the same three key influencers again.
That’s a dangerous assumption.
The lesson here is that average performers go where the low-hanging fruit is, where the path of least resistance is, and where their friends are.
Top performers challenge their assumptions.
They expand their critical thinking and ask, who else might I need to engage with?
Then they begin thinking about how to find that out.
They go to the people they know and say, “Hey, Sam, other than yourself, who else is involved in this decision-making process that maybe I need to meet?”
That is what top performers are doing.
And I think that is true in med tech, biotech, and pharma.
From a strategy standpoint, that’s what the best of the best are doing as opposed to average performers.
When you look at execution, average performers shoot from the hip.
When we’re out in the field with sales representatives, we’ll ask, “Let’s talk about your plan before we go into this account, before we meet with Dr. Miller.”
What we often find is that their planning happens from the time they close the door to their car to the time they open the physician’s office door.
That’s about the extent of the planning.
That’s what average performers do.
Top performers give more thought not just to the questions they’re going to ask to understand needs, but to the questions they’re going to ask that challenge the customer’s thinking.
Samuel Adeyinka (Host):
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 navigating 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, you name it.
Would you run an Ironman race without training and a strategy?
You wouldn’t.
So why are you trying to do the same with a medical sales position?
You need training. You need a strategy.
And you need to visit EvolveYourSuccess.com, 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.
Steve Gielda (Guest):
I think The Challenger Sale is a beautifully written book.
I think it’s spot on.
We can no longer accept the types of questions that Neil Rackham used to call situation questions, which we call discover questions.
Simply get to the point.
We ask salespeople, “Do the questions you’re asking benefit you or the customer?”
If you’re asking questions like, “How many cases are you currently doing today?” or “What are some of the challenges you’re having with those cases?” or “What are some of the metrics you’re trying to achieve?” customers know the answer to that instantly.
You’re not adding any value there.
However, if you were to ask a question that challenges their thinking, instead of just asking how the procedure is currently being managed, you might ask, “How does the way procedures are currently being managed today drive the metrics around reducing recovery time?”
Now that’s a thoughtful question.
The customer has to think about that.
But the average performer doesn’t take the time to plan for those questions.
They go in and ask discover questions, fact-finding questions, what Neil Rackham called situation questions.
Top performers think deeper about how to challenge the customer’s thinking and get them to tell the story behind the story.
Samuel Adeyinka (Host):
From your experience, would you say that an average performer can become a powerful top performer?
Or are top performers born and average performers born, and maybe they can scale up a little, but there’s a limit?
Steve Gielda (Guest):
I don’t think top performers are born.
I think even average performers, if they’re willing to change and grow, can grow.
Take a look at any average athlete.
Call them average based on where they were.
Look at Mr. Irrelevant in the draft if you’re a football player.
Take Brock Purdy.
He was the last person drafted.
Did he grow?
Did he mature into a great NFL quarterback?
He’s an NFL quarterback. He’s one of 32.
He’s very good, but he was average according to everybody else, and he probably was when he first came out of college.
I think it’s very true in sales too.
If people become masters of their craft and start examining and getting feedback from others, asking, “How do I improve?” then you can take an average performer and make them a top performer.
Now here’s the real question.
What does it take to stay a top performer?
Top performers always have to be looking at how to sharpen their game and stay on top of what’s happening.
Think about some of the top performers, those President’s Club winners today.
What are some of the trends happening in healthcare that impact how customers make buying decisions for your product?
Do they know?
Do top performers know there are trends taking place in the hospital marketplace around nursing shortages and reimbursement challenges?
Think about those trends taking place in the industry and ask yourself, do you know how your products can help a hospital combat or capitalize on those trends?
Top performers know that stuff.
Average performers think it’s just too much work, and they’re never going to do it.
Samuel Adeyinka (Host):
From your experience, Steve, when it comes to becoming a top performer, do you see a challenge with work ethic or with lack of knowledge?
Which one do you see more of, and which one is the bigger challenge?
Steve Gielda (Guest):
I think the bigger challenge is work ethic.
With proper work ethic, you can gain the knowledge, the skills, and the things you need to be successful.
But there’s another factor that comes in here.
One can’t get good on their own.
One only gets better with feedback.
If you want to improve, get that coach to give you feedback.
Get that coach to challenge the common assumptions you’re making about what you’re getting ready to do.
Get a coach to listen to a conversation you’re getting ready to have and agree with that manager.
Say, “Hey, I’m really struggling with asking that follow-up question that’s more meaningful to the customer. Can you help me? When I’m in this call, write down the question. Listen to what the customer said and see if I’m responding appropriately.”
Top performers know how to work with someone to identify their gaps and say, “I want to get better at this. Can you help me devise a plan to get better?”
You can see I have a guitar back here, and I play guitar on a regular basis.
I’ve been playing guitar for probably 40 years.
One could say I’m at the top of my game.
But when I’m playing with people who really know how to play, I’m learning something constantly.
I ask, “How did you do that?”
They’ll break it down and say, “What you need to do in order to do what I just did is start with this first.”
Then I’ll do it.
I can sit in my home and work on what they told me to work on.
But if I’m not showing it to them and getting feedback from them, I don’t know if I’m ever really getting better.
Samuel Adeyinka (Host):
Can you coach work ethic?
Steve Gielda (Guest):
Great question.
Can you coach work ethic?
I think you can advise people on what it will take to be successful.
But that work ethic, that drive, is a personal thing.
You can demonstrate what good work ethic looks like as a manager.
You can talk about the outcomes of good work ethic.
But frankly, it takes someone reaching deep down in their gut and saying, “Do I want to get better, or am I satisfied where I am?”
Samuel Adeyinka (Host):
You work with tons of teams.
In all your experience, I’m sure you’ve come across teams where you think, okay, two of them are rock stars and they’re chomping at the bit. Once I show them a couple of things, they’re going to fly.
And then three of them are struggling.
What are you telling that hiring manager?
What are you telling the director when that’s the scenario?
And how often do you see that?
Steve Gielda (Guest):
We see it all the time.
It’s rare to see a team with a sales manager and seven, eight, or nine reps where all of them are rock stars.
The question we have to ask managers is, who are you investing your time with, and when?
We often find that sales managers have a tendency to ignore the rock stars, the people crushing quota at 120 percent year after year.
Managers say, “I’m going to leave Sam alone. Samuel is going to do his thing. I’m just going to let him rock and roll. I don’t want to screw him up.”
So they end up investing their time with the people who are really struggling.
Research has shown time and time again that if you spend your time with individuals who have the highest level of potential, not performance, potential, that is where you’ll find your team grow.
You have to assess whether this person has the potential to succeed and is simply performing poorly right now.
Why is their performance down?
Is it because they never had the potential to succeed and were a bad hire?
That’s hard to admit because I hired them.
I’m not going to want to admit that I hired someone with low potential.
But you have to look in the mirror and ask, does this person have the potential to do what I’m asking them to do?
If not, get rid of them.
That’s hard to admit, but you want people on your team who have the potential to succeed.
Then, if they’re performing low, try to drive them toward that potential and push that potential.
Work with those people.
One of the things I ask managers is, “What are you doing to help your team become successful independent of you?”
What are you doing on a daily basis to help your team become successful when you’re not there?
It’s all about what you ask of them and how you challenge them to get better.
Too many managers simply want to do it for them.
Why?
Because they have a number to hit.
They have to hit a quarter of a million dollars this quarter, and when they look at the pipeline, they think, if I just go help Sally, Frank, and Mike close those deals, I’ll hit my quota.
So the job becomes helping them close the sale.
Instead, it should be, let me help my team close those sales independent of me so they can do it time after time again.
Samuel Adeyinka (Host):
What does that normally end up looking like?
Steve Gielda (Guest):
It requires letting them fail.
Not stepping in.
Samuel, I don’t know if you’re a parent.
Samuel Adeyinka (Host):
Oh yeah.
Steve Gielda (Guest):
How many kids do you have?
Samuel Adeyinka (Host):
Two.
Steve Gielda (Guest):
What ages?
Samuel Adeyinka (Host):
10 and 15.
Steve Gielda (Guest):
So you’ve seen kids make mistakes.
Samuel Adeyinka (Host):
Of course.
Steve Gielda (Guest):
And it’s good for them to make those mistakes and learn from them.
I think what we do in sales is we don’t want our salespeople to make mistakes because it’s too risky.
Samuel Adeyinka (Host):
If you’re asking me, I would think that as a hiring manager, if your sales rep makes mistakes, your paycheck is affected too.
Your family is now affected too.
So they have this double-edged sword.
Yeah, I could let my rep fail, but if I do, then it doesn’t come through for me, reflects badly on me, and I’m not about to let that happen.
Steve Gielda (Guest):
Correct.
That’s the mindset.
But if they don’t change that mindset, what’s the implication in the end?
Samuel Adeyinka (Host):
It just keeps going, and more of their time is required.
Steve Gielda (Guest):
Exactly.
They’ll never be successful without me.
I always have to be there in order for them to win.
That double-edged sword becomes very dangerous.
We work with managers and ask, “Which of those accounts, when you’re out with the sales representative, do you think is a coaching call versus a sales call?”
Where are you going to help sell, and where are you going to help coach?
In other words, when are you not going to say a word and instead listen to that rep respond to what the customer is saying?
You may cringe and think, oh my gosh, let me rescue this one.
But don’t do it.
Let them feel it because it’s a safe call.
Then, when you get back to the car or go to the cafeteria, debrief it.
Ask them questions.
“When the customer said this and you responded with that, what was the reaction of the customer? How did that happen? What could you have done differently?”
Then they’ll realize, “Oh crap, that was a turning point, wasn’t it?”
Yes, it was.
But if you ask most managers a simple question, “How do you determine which calls you’re going to coach on versus which calls you’re going to sell on?” it’s a concept they haven’t even considered.
When I’m out in the field with my sales representative, my job is to help them help themselves.
The way I help them is not always by opening my mouth and talking during the sales call or demonstrating what I want them to do.
That’s not bad, but every sales call you are on as a manager with a sales representative is not a sales call.
Samuel Adeyinka (Host):
I’m going to ask you a tough question, Steve.
There are so many ways to answer this, but I want your top three.
From your experience, what makes the most successful managers?
What do you consistently see them do with their teams?
Steve Gielda (Guest):
Top three things.
Number one, they challenge their sales representatives’ critical thinking.
They ask more than they tell, and they listen more than they speak.
They know how to ask questions that make their sales representatives think.
They challenge assumptions and critical thinking.
Number two, top managers know when it’s appropriate to provide coaching advice for opportunities that are in the sales pipeline.
In other words, they help their salespeople manage the pipeline and those opportunities.
They understand that when they coach the right things early in the sales pipeline process, good things happen later.
Too often, the average sales manager jumps into the pipeline to talk about opportunities that are in the middle or late stages because they’re trying to close the business.
Top managers get involved early with their reps to make sure the right things are being done.
Number three, they let them fail.
They let sales representatives learn from their mistakes, whether strategically or tactically, so they can get better.
They’re not there to rescue all the time.
So those would be the top things.
They ask more than they tell and listen more than they speak.
They jump into the pipeline for opportunities that are early in the process.
And they’re not afraid to let their sales representatives fail in the middle of the sales process.
Samuel Adeyinka (Host):
Because you work with so many teams, I’m sure you’ve seen reps who may not even express that they want leadership, but you’re thinking, this person is going to be a future manager.
And I’m equally sure you’ve seen reps who are saying, “I want to be a manager,” and you’re thinking, man, I hope you never become a manager.
Talk to us about that dynamic.
What do you see in the rep that signals they’re going to be a great leader?
And what do you see in the rep who is killing it as a performer, but until they fix certain things, you don’t see it going further than that?
Steve Gielda (Guest):
I think it comes down to one thing, and that’s the desire or willingness to help others.
The individuals who are always crushing it and think they want to be managers, but their actions don’t show it, are the people who don’t invest time supporting their teammates.
They may think they’re supporting by saying, “Come watch me.”
I’m not saying that’s not valuable, but that’s about as far as their actions go.
“Come with me on a sales call.”
“Listen to this phone meeting I’m getting ready to have.”
The people who are poised and positioned to be great sales managers are the top-performing sales representatives who say, “Hey, Mr. Manager, how can I help? How can I help raise this team up? I’m crushing it right now, and I want to help.”
It may not be those exact words, but it’s the desire to support the greater good of the team.
They ask, “How do I do that?”
Good managers know that when they take those rock stars and give them responsibilities, it benefits everyone.
They say, “Hey, Samuel, I need your help. You’re at 120 percent of quota and it’s only June. Great job. As you know, we’re onboarding two sales reps. Can you help me get these folks ramped up?”
If they step up and do it, it helps the manager have more time, prepares and grooms the top sales representative to become a leader and future sales manager, and makes the world a better place because the sales team functions with better use of resources.
Too often, managers don’t ask.
Samuel Adeyinka (Host):
There’s this ongoing thing where people say if you’re a performer and you’re doing your thing, you don’t have the chops to lead because you only know how to be good.
And if you’re not a performer but you’re really personable with the team, you have the chops to lead.
I don’t think it’s that simple.
I think that’s the narrative out there.
Just because you’re not a performer doesn’t mean you can’t be an amazing people leader.
And just because you’re a performer doesn’t mean you’re going to be an amazing people leader.
I think it’s way more nuanced.
What’s your take on it?
Do you feel the average performer who gets along really well with the team can be an amazing manager?
Or do you feel, like so many companies, that you better be killing it and be a top performer to even be brought into the leadership conversation?
Steve Gielda (Guest):
That’s tricky.
It’s only tricky because the narrative has been put out that in order to get promoted, you have to be somebody producing 120 or 130 percent of quota year after year.
Samuel Adeyinka (Host):
And that’s a standard in most companies.
Steve Gielda (Guest):
That is a poor standard to be set.
Now, the narrative is out there, and those are the actions people take.
However, I think there are a lot of top companies today that look beyond just revenue quota as a factor for hiring.
They ask, is this person a mentor?
This person may be at 95 percent of quota on average over four years.
Maybe they hit quota two out of four years, but they have so many other qualities that make them a great leader.
Sometimes they get overlooked because they only hit quota twice instead of four out of four times.
And that’s a shame.
But I think more and more companies are beginning to look at other factors beyond revenue production as predictors of success in sales management.
Companies that use different assessment tools and observe the behaviors of sales representatives on their team can find some of the best sales managers.
Let me rephrase that.
I think the people who grow into leadership roles faster are often the individuals who have the innate skill to put others first as opposed to putting their quota first.
Samuel Adeyinka (Host):
I hope you enjoyed today’s episode.
And remember, I have a customized and personalized program that gets you into the medical technology industry as a sales professional, or any type of role for that matter.
Become a top performer in your position and masterfully navigate your career to executive-level leadership.
Check out these programs and learn more by visiting our site.
Fill out an application, schedule some time with one of our account executives, and allow us to get you where you need to be.
Stay tuned for more awesome content with amazing interviews on the Medical Sales Podcast.
Medical Territory Manager!
I was a Regional Sales Representative for Long-Term Care pharmacy services. I had dreamed of getting into the med sales industry when I went into my career as a nurse, but the pharmacy sales job came to me, and I had just settled. Fortunately, I had a job shakeup that allowed me to determine that now was the time to pursue my original vision.
I absolutely would not have this position without Samuel and the Evolve Your Success community. A lot of people my age would just stop trying, but EYS believed in me.
EYS allowed me to break into the industry in 90-Days after I had been trying on my own for over two years! I had lots of recruiter screenings, and a few interviews with hiring managers, but I was never offered a position.
Before EYS, I didn’t realize I was doing the bare minimum to get hired. I was applying everywhere, hoping to get noticed and waiting. It just wasn’t working! I didn’t know that that was not enough to compete in an industry this sought after, and against people who knew what I didn’t know about the process.
Of course, I had to think hard before making a financial investment that’s reasonably substantial. But when I read the testimonials of real med sales reps on the site and learned that I wasn’t the only one taking a chance on my success, that EYS was sharing that risk also, I knew I had to do it. Though you might be able to cobble together some of the steps of getting a role in med sales from online research on your own, you just can’t know what you don’t know!
The process of going through EYS presents this insider knowledge to the student, as well as giving you a progression of difficulty as you obtain the information, and you begin to master it. Not only that, but they give you access to amazing mentors and instructors, allow you to practice your interview skills, and teach you how to market yourself through social media and your own website! I cannot stress enough that EYS was the factor that made the difference in my successfully landing my dream job! The support, structure, and knowledge gained was invaluable!
I would recommend this course to ANYONE looking to break into medical sales
Thank you so much, EYS! This journey has been life changing and has resulted in the successful culmination of my 18-Year ambition! 
Sports Medicine in Phoenix! I extend so much gratitude to the Evolve Your Success group as I land this role and get ready to pursue my dream job. I am a Physical Therapist who became a little stuck in the profession due to issues with reimbursement and the difficulty for continued growth upwards. I turned to EYS to assist me in learning about the medical sales industry and gain knowledgable mentors who were able to help coach me in this process. I am a strong believer in surrounding yourself with the best and good things will happen. I did work hard, but with the support of my mentors and other colleagues going through a career change, I felt a sense of community and it confirmed my drive to get into this industry. I have already learned so much through the interview process, and feel very blessed to have had the resources this group provided. I have made lifelong friends and I cannot wait to continue to follow others’ journeys to pursue this incredible field. I urge you to give Evolve Your Success a try to gain mentorship, guidance, and support through any career transition.
and am excited to make a difference in patients’ lives as a Pharmaceutical Sales Specialist.
! Though I truly enjoyed working as a physical therapist, I can’t wait to start my career in the sales world as a Clinical Account Executive.
. I owe this opportunity to Samuel, the program, and the incredible mentors at EYS.
