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Ambition, Resilience And Tenacity: Earning A Spot On The OR Team With Rachel Sadlack

Posted on October 14, 2020


Medical device sales reps are increasingly being seen as crucial additions to the OR team nowadays. Often having the greater knowledge about the device they are selling, they are often depended upon by surgeons to ensure proper installation and to troubleshoot problems when they arise. Before you get to that place, however, it takes a lot of hard work, perseverance and the right attitude to earn their respect and confidence. Rachel Sadlack learned this early on during her career as a medical sales rep in CMF and trauma orthopedic. Taking a huge pay cut from her previous, non-medical sales job, Rachel took a chance in medical device by starting out as an associate for three seniors. Soon enough, she rose to become a senior and eventually a leader in a relatively short amount of time. Listen as she relates this story and some informative details about the CMF space with host Samuel Adeyinka. Plus, stay tuned for Rachel’s take on what makes a good candidate for a medical device sales position.

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Ambition, Resilience And Tenacity: Earning A Spot On The OR Team With Rachel Sadlack

We have a very interesting guest. She’s hardworking, she’s effective and she’s no-nonsense. She’s a Regional Manager in the CMF Division of Medical Device Sales. For some of you, you might be asking, “What is CMF?” That is Craniomaxillofacial Division. That’s dealing with facial reconstructive surgery, general trauma surgeries, procedures like that, that deal with the face and including implants and working with surgeons that do a lot of those types of procedures. The reason why this episode is important is because Rachel goes not only in her story, but she goes into detail on what CMF is. More importantly, for a lot of those that are reading, how to get into a medical device sales position, especially one like that. She talks about not just what it takes for someone that wants to get in, but what characteristics, what qualities we need to be there for someone that’s already in. It’s a very dynamic episode because she gets into the detail of what’s so important to keep in mind. I hope you enjoy the episode.

Rachel, how are you?

I’m good. How are you?

I’m very good. Thank you so much for being on the show with us. Rachel is with a leading medical device sales company. She is in the CMF Division in Mableton, Georgia. Rachel, why don’t you tell us a little bit about who you are and what you do?

I am the CMF Regional Manager for a large medical device company. I cover the Southeast encompassing Virginia, West Virginia, North Carolina, South Carolina, parts of Tennessee and parts of Georgia. I manage a team of about 30 consultants who cover that area. It’s focused on facial reconstruction, orthognathics, neuro re-plating, sternal closure and general facial trauma.

Is that more of an elective or is that a mix? What type of surgeries are those?

It’s a solid mix. From a neuro standpoint with the neurosurgeons, some of those procedures are due to aneurysms, head trauma and things of that nature where they have to access the brain. We sell the plates and screws that will help close the flap. We also make custom implants which may be a little bit more of an elective procedure. If a patient has head trauma and they’re not able to save the bone, we do make custom flaps to tie into that, which would be a little bit more cosmetic. From a facial standpoint, it’s a solid mix of trauma where you get motor vehicle accidents, people getting into fights, anything where you would have fractures in the facial arena. It can also be elective.

From that perspective, people can come in for cosmetic reasons, maybe they don’t like how they look. We have a great product line of 3D printed implants and 3D printed plates where the surgeon can design an actual implant to help achieve the look the patient is going for. From that perspective, it can be elective as well. As I mentioned, we also do re-plating and sternal closure. That is generally trauma or like an open-heart surgery type of procedure. It can come from car accidents or high-velocity injuries where you see multiple rib fractures. The surgeon will go in and fix those.

Let me ask you this. When it comes to your interaction with the surgeon and the patient, do you meet your patients at all or do you have absolutely no patient interaction outside of the procedure?

We don’t meet the patients at all due to HIPAA and things of that nature. We’re providing support to the surgeons and the OR staff. We will go in with the surgeon on planning sessions for the 3D printed implants that I mentioned. It’s a virtual call where we get on with an engineer, a surgeon and the rep will be there to make sure we have a solid understanding of what the surgeon is trying to accomplish. When they go into the operating room, generally we’re only in there when the patient is asleep, so there is no patient interaction.

MSP 21 | OR Team

OR Team: You need to bring value and help them drive growth, because if you don’t, there’s not going to be a place for you in two years.


How long are the typical procedures?

It depends on what you’re doing. They can range anywhere from a couple of hours to I’ve seen some go sixteen hours. It’s a procedure where we call a mandible resection. It’s where they cut out sometimes the entire mandible, sometimes half of the jawline. They transplant the living fibula and the blood vessels that are attached to the fibula into the chin. Those take 12 to 15 hours.

When you’re in the operating room going through this sixteen-hour procedure, paint a little picture of what that’s like.

As a rep, you’re not necessarily in there the entire time. You want to be there when they’re getting started, make sure they have all the equipment set up and their sets are sterile. There are no holes in the packages that would cause a delay in the procedure. You get there first thing in the morning, make sure you speak to the surgeons, make sure you’re all on the same page as far as what they’re trying to accomplish as far as equipment and their needs are from that perspective. A lot of times, a big part of that surgery is the actual resection where the surgeon is looking through a microscope to identify microvascular structures. While they’re doing that, they’re extremely focused. They don’t want distractions in the room.

A lot of times, we’ll step out for a couple of hours and check in with the circulating nurse to know when you’re needed. You want to be there when they’re putting in the implants to make sure that everything goes smoothly with that. It’s communicating with the OR staff and making sure that you’re there as much as possible but also not getting in the way. It’s a delicate balance. The surgeons are incredibly focused on what they’re trying to do, obviously. You don’t want to be a distraction or anything like that. You want to make sure that you’re only there when they need you there.

Now that you’ve painted the picture of what you do, we want to know how you got into the industry where you’re coming from. You graduated from the Georgia Institute of Technology. In college, did you know you wanted to get into medical device sales?

No. Honestly, I didn’t even know it existed. I went to school wanting to become a doctor and realized about halfway through that I did not want to go to medical school. I have a premed biology degree and in my senior year of college, I got an internship at the CDC. I’m working at a lab there and I’m doing research, which I enjoy, but it didn’t pay anything because it was an internship. That springboarded me into getting a research associate position with a small biotech company in Atlanta right out of school. I worked for them for about a year. It was incredibly boring. We had sales reps that would come in to sell us our chemicals, our lab equipment, the pipettes, centrifuges and test tubes.

I would talk to them and I would say, “How do I get a job like that where I’m not using the pipettes and I’m selling them to somebody else and speaking to people all day?” They put me in touch with a recruiter. I was only a year out of college and their message to me was I needed some business experience and some sales experience. That particular recruiter helped me find a job with Toshiba Business Solutions. I sold copiers for them. Basically, she told me, she was like, “If you can be successful at this, you will open the door for whatever type of medical sales or scientific sales.” I was looking for scientific sales is what I told her. I would have done biotech, pharma.

I didn’t even know medical sales was a thing where you can go in the operating room. I had no idea. She gave me that great suggestion and put me in front of the right people to get the job. I earned the job. I had to interview. From there, I put my nose to the grindstone and got out and I was the lead rep every month that I was there. I got Rookie of the Year. I earned the president’s trip that year. As soon as I got these awards, I put my resume back out and said, “This is not where I want to be. Income is great, but I don’t want to do this.” At that point, I started interviewing with pharmaceutical companies and had 2 or 3 offers from there.

I had about accepted one and got an interview to be an associate with a medical device company. It was in orthopedic trauma. Once I made it through the first couple of interviews and learned more about it, I realized very quickly that that was what I wanted to do. I thought it was an incredible mix of being in the operating room and also getting to use my scientific background because I am a science nerd when it comes down to it. I thought it was a great mix for me seeing as how I did want to become a doctor at one point in my life. I started out as an associate. It was an incredible pay cut for me. It was about a 50% pay cut from selling copiers.

If you want to succeed in medical sales, you have to build the resilience and tenacity to keep going after multiple failures. Share on X

For me, it was more important to see the opportunity and what I could become with the medical sales career, as opposed to what I was currently doing and not excited about. I took the pay cut and took an associate role and worked in downtown Atlanta as a trauma rep. I had three senior consultants that I worked for. We covered the whole city which had two Level I trauma centers and two academic medical centers as well and the surrounding community hospitals. To give you an idea of how much it’s grown and how the industry has changed a bit, that was in 2005 and there were the three senior reps and me, and now there’s a team of 12 or 15 covering that. It was a challenging lifestyle. I worked insane hours. Within six months, there was a position that came open in Athens, Georgia. I applied for that as a senior consultant. I earned that position. I was given the opportunity to take over that territory. That was a good lifestyle change for me.

Before we go any further, it seems like you’ve had so much growth in a relatively quick amount of time. I want to go back to where you were advised to get some sales experience before going in and attempting to get a medical sales position. In 2020, how do you view that? Do you believe that you can come from a different industry and get directly into an associate sales position within medical device sales specifically?

For the right person, yes. What I’m looking for when I’m interviewing candidates is more the attitude and the ambition than their actual knowledge of product or the procedures that they’re going to be covering. In my case, I had a premed degree. For me, it was an easy transition to learn the products and to learn the procedures. The sales experience was extremely important to learn the sales cycle. To learn how to hear no over and over again. To be escorted out of buildings to build that resilience and the tenacity to keep going after multiple failures. It was the best advice I could have gotten. I learned so much and I took it as an opportunity. I saw it as this is a stepping stone to get to where I want to be. It’s not my end game. I was never complacent in it and knew that I was motivated to get somewhere else with it.

You also mentioned something and this goes right in line with what you’re saying now that you look for the ambition and attitude. You took a significant pay cut. Talk to us a little bit about what made you certain you want it to be in medical device sales and why did that pay cut almost seem like a non-issue.

I would attribute it to a couple of things. First of all, I was young. I didn’t have a family to support or anything like that. I had the ability to do that, which obviously will impact anybody’s decision. You have to look at your personal situation. For me, the driving factor was the opportunity. When I was interviewing and learned about what the potential was in the position, it spoke volumes to me. Even though when I’m signing on to an associate role in my position at the time, I was told it was a two-year program and that I would be doing that for two years, I was fortunate enough to have the opportunity to apply for a senior position much sooner than that but that was because somebody left. That doesn’t always happen.

For me, it was looking at the big picture and saying, “What’s my five-year goal? Do I want to be selling copiers for the next five years and making twice as much as I am now, but maybe stagnating at a certain point? Do I want to be able to say that I’m able to quadruple that or go much farther than that and have a career that’s more rewarding and interesting to me?” I started as an associate working under three senior reps with the understanding that it was a two-year position and I was trying to earn my place on the team within their territory. The idea being that I help them grow enough that there would be room for a fourth person on the team in two years. About six months into it, there was a position that opened up in Athens, Georgia, which is it’s about an hour outside of Atlanta, college towns where UGA is. I applied for that position and interviewed for that and earned that spot. I was able to graduate, so to speak, into a senior role about 6, 7 months after I started.

Would you say that it’s a good idea for someone that’s making the case for why they should be on a team that wants to enter medical device sales that they have to look at the new role that they’re taking on as if they’re taking money away from the reps that are currently there? They better come in as an asset and deliver and provide value so those reps are saying, “This person is taking money out of my paycheck, but I’m happy for it because they’re making my job even easier.” Is that a sensible way to go about it?

Absolutely. When I’m hiring associate positions, typically, I say to them, “You need to look at this as like a two-year interview. You’re trying out for the team. At this point, if we hire you, the pay that they’re paying you is directly coming out of their paychecks. You need to bring value and you need to help them drive growth. If you don’t drive growth, there’s not going to be a place for you in two years.” It’s a matter of looking at the opportunity ahead of you and saying, “Do I see the potential for this territory to turn into something much bigger than it already is?” There are obviously different scenarios. I should have said in the position that I’m in right now with CMF, we’re in an incredible growth phase. In my position, I’m mainly hiring associates looking for them to grow the territory enough to earn their spot on the team.

Now, you are a sales rep or a sales consultant. It’s your world now. Tell us what happened next in your career and how you eventually got into leadership.

When I first started in Athens, it’s an interesting story because my number one customer, he was our number one user in Athens. I walked into a territory. We were doing about $800,000 in sales. He was our number one customer, but he didn’t use us for everything. He was a big traumatologist in town and he used one of our niche products, but he did a lot of it. I started going to his cases and he would say to me, “I hate reps. I don’t want reps in my room. I don’t need you here. What are you doing?” I said, “I am relatively new. I’m new to this territory. I would like to learn how you do things because everyone knows that you’re the best in the area. If you don’t mind, can I observe your cases? I promise, I’ll keep my mouth shut and I won’t say a word.” He was like, “I don’t care what you do,” and walked away.

MSP 21 | OR Team

OR Team: Hospitals have really tightened down on allowing reps to come into the room, so it really is a challenge to earn your place these days.


Surgeons are depending on you for a lot of these devices. Why did he have that attitude? How was he able to operate that way, not needing the reps at all?

At those facilities, part of the reason that position came open was because the rep prior to me did not come to cases. People who were using us there were truly using us because they thought that they were the best products. It wasn’t because of the rep. It wasn’t because of relationships. They were using what they thought was best. They weren’t used to having a rep service them. Obviously, the industry has changed dramatically in the last few years. There’s a lot more competition. I would say that surgeons now have come to depend on reps a lot more because hospital staff isn’t necessarily trained on the products. The products have become more technical as well, the instrumentation and the actual procedures. The equipment is a little bit more difficult to assemble than it was years ago because technology advances.

I would say now that you’re not going to find that very often where surgeons are using products and reps aren’t servicing them. That would be a rare scenario. What I did take away from that, like I said, I continued to come to his cases even though he completely ignored me. He wouldn’t give me the time of day. He basically told me to buzz off and I kept showing up every day. I would say it probably took about two months of me showing up in his operating room every day. The nurses were starting to like me, they were starting to be friendly with me. I was building those relationships. I also obviously had other surgeons at the account that were using me here and there as well. I used every opportunity that I could to try to build relationships within the facility.

One day, I was standing in the operating room with him and I’ll never forget it because he was like, “Rachel, tell us about yourself.” I’m like, “What do you want to know?” He started asking me all these questions like how old am I, where am I from, what do I do. It turned out his daughter was the same age as me. He ended up connecting us because I moved up there and she became one of my best friends and was a bridesmaid at my wedding. It took some perseverance and a lot of people after him speaking to me the way he did would have left and never came back because he was very rude. We developed a tight relationship and I’m still friends with him to this day and his family. It doesn’t matter how many times you get knocked down. It’s how many times you get back up mentality.

You went every day for two months with nothing to do with him outside of observing his cases and they allowed you to do that.

At that time, the hospitals weren’t as strict as far as allowing access to reps and the nurses, honestly, they were very happy to have me there because I helped them and made sure they recorded the implants correctly. He had a reputation for not being very nice to a lot of people. A lot of the staff was very nervous around him as well. I’d get there early and make sure they had all the equipment setup. I don’t know if he knew I was doing that or not but I’d worked with the tech before he got in the room to make sure that they were good to go so that there were no hiccups in his case. It could have been maybe his case has started going better once I started doing that. I couldn’t tell you. I don’t know.

You’re still friends with him. Does he ever say, “I might have been a little bit too strict back in those times,” or did he ever speak to it?


You had that role for eight years, correct?


It doesn't matter how many times you get knocked down. It's how many times you get back up. Share on X

The industry must have changed a lot within those eight years. What were some of the biggest changes you experienced that reps experience?

I would say access to the OR and to surgeons. Hospitals have tightened down on allowing reps to come into the room. It is a challenge to earn your place to come into the OR these days. When I started, there was no vendor made rep tracks and things like that. That started probably around 2010 or 2011. That’s when we started saying, “Do you have an appointment? What surgeon are you coming to see? Why are you here?” You had to have a case to get into the OR. That became important to build those relationships with everybody in the hospital. You want to get to that point where the charge nurse or the surgeon requests for you to be there because you make his or her life easier.

In building those relationships, I would say that’s where it’s changed the most. Not that relationships weren’t important before because they most certainly are, but now it’s even more so important. As I say to all my team, “Be careful the way you talk to anybody because you don’t know what position they’re going to end up in or how that’s going to affect you in the future.” I have a guy on my team, he had a nurse get upset with him for something that happened. She became a charge nurse and won’t allow him into the OR. She had him blackballed from that entire facility because of something that happened. He worked for a different company at the time. I’ve had multiple conversations with her about it, about what can we do to try to alleviate this and she won’t budge on it. It’s important to make sure that you’re always on your best behavior when you step foot into that hospital.

That’s a great thing to highlight. In fact, I want to ask you, being a rep, think back to when you were a representative, what are the qualities that a representative needs to have so they can be the rep that everyone is excited to have come back?

Reliability is number one. When you say you’re going to do something, get it done and with no delay. If a surgeon calls you and you tell them you will have the stuff there ready to go by 7:00 tomorrow, if that means getting up and driving it at 1:00 in the morning, you get up and drive at 1:00 in the morning. It’s being available to the surgeon. Always answer your phone or return a call within minutes. That means the world. One of the things that we say is your greatest ability is your accessibility. Always be available. If a surgeon calls you and it takes you 1 or 2 hours to call him back about a case, chances are he’s found somebody else to service him for that case.

This is speaking from a trauma standpoint, but CMF is the same thing. There are urgent cases. I was having a conversation with one of our surgeons and he was telling me how he called his rep in at midnight on Sunday to come and do a rib case. That patient was crashing. They weren’t planning on doing it. He’s like, “I don’t think I’ve ever done that to him before in the ten years that he’s been working with me. I put him to the test on Sunday and he showed up.” He was telling me all about that but it means a lot to be there when you say you’re going to be there. Be available and answer your phone.

Reliability is a major one. It’s probably the most major. What are two more?

Integrity. If you don’t know something, tell them you don’t know it. You don’t make something up and make up some answer if you are not 100% sure of it. I would say your integrity, it goes in the reliability, but again, people will respect you a lot more if you tell them that you don’t know rather than making up a story. Number three, I would say it’s having a great attitude. It’s a tough industry. These surgeons are being bombarded by reps on a daily basis. A surgeon who’s putting an implant, he’s also getting called on by pharma reps. He’s also getting called on by pain reps and things like that. People are constantly trying to get in front of them. They’re not always going to be receptive to speaking with you. Your attitude and how you react to that says a lot about you as a person and also your ability to be successful in this field.

Almost always being a source of positivity and, for lack of a better word, joy in the area?

Yes. I always say also about reps, we are not required to be in that room. We are the only people in that room that are not necessary. It’s a privilege, it’s not a right to be there. Treat it as a privilege. Remember that you’re a guest. It’s like you’re being invited into someone’s home. How would you want someone to behave if that surgeon was operating on your mother or your father?

MSP 21 | OR Team

OR Team: It is not your right to be in the room as a rep. Treat it like a privilege.


Now, the big question. You transitioned into leadership. You had a very great year in 2018. Was that the move that propelled you forward into a leadership opportunity?

Yes. I had taken a position within our company that was a hybrid rep management type of role. I took it in 2017 and essentially, we were responsible for teaming up with the regional manager and driving growth within our region on very specific products that were not performing well in our portfolio. I took that opportunity. We were the number one region for growth in the country for 2018 and exceeded our target by 50%. With that, it was a matter of getting a solid understanding of the product and showing the value to everybody, the reps that I was working alongside to help them be successful selling it.

Stepping into that role, what was your first hiring experience like?

The first one I had was very challenging. It was in an area where there is not a lot of higher education. One of our requirements is to have a Bachelor’s degree or eight years of experience in the medical arena. That was a challenging experience. I went through three offers before one of them stuck due to people not having a clean driving record or having a non-compete at the hospital that they worked for currently and not disclosing that. It was challenging. I would say now, being in this role a little bit longer and having associate roles available, for me, I’m looking for young hungry people that are not necessarily young. When I say young, I mean younger to the medical sales arena but looking to get in and seeing the bigger opportunity ahead of them and being willing to work for their position on the team.

I’m going to ask you the top three again and I’m going to ask you specifically for candidates that don’t have experience. You can include those that don’t have experience in sales, outside of medical sales. Those that don’t have experience in specifically medical sales but might have some sales experience. What are the top three things you look for in candidates like that or do you even allow candidates like that?

I do. I would say the top three things that I look for is if they don’t have medical sales experience or sales experience at all. I do get a lot of people coming a couple of years out of college. In that age range, I typically look for, what did you do during college? Where you serious about what you were doing? Were you dedicated to trying to get into a career? Did you play sports? Were you part of a sorority or fraternity? Did you have a job on the side, or whatever that job may be? That’s one of the first things I look at because I want to know if this person is motivated, how committed they are to being successful, and are they willing to put the work in.

I would say the second thing that I look for is, and I would say speaks more to after we’ve gotten into an interview, but are they competitive? This is a competitive industry and are they willing to do what it takes to beat the competition, which means showing up every day. It’s looking for someone that has that attitude. Are they willing to work as hard as possible to take it to the next level? I would say the third thing honestly is do they follow up with me? I have been absolutely shocked at the number of candidates that I interview that do not email me back or follow up with me following an interview. The number one thing in sales is to follow up and follow up again. If you don’t follow up with me because you’re selling yourself to me when you’re interviewing, you’re dead in the water. I’m not going to chase you for a job. If you want to get a spot, you need to show me that you’re interested and that you’re driven. Writing a follow-up email is so important.

You mentioned something about age, and I want to talk a little bit about that. You said you have quite a few candidates that come a couple of years out of college. What about the candidate that’s maybe between 30 years old and 35? They’ve been working and for whatever reason, they’ve now decided they want to get into medical device sales. What are the things that come to mind that you need to understand before you even consider a candidate like that?

The first thing I would want to know is why. Why are you making a career change at this point in your life? Having a good story to tell around that is important as to what is your why, what is your motivation behind doing that? The other thing I would be looking for is, were you successful in what you were doing prior to this? Did you operate on a high-level of achievement in whatever it was that you’re doing? It doesn’t have to be in sales, but are you progressing in your current position? Maybe you just don’t like it and you want a career change into a different industry. That’s great and that’s fine, but were you successful in what you were doing and not enjoying it? Those would be the biggest things that I look at someone of that age range.

When you have the interview process, what are some of the things you like to see in the actual interview? Whether it be on paper or from their mouth, what are the things that you like to see that that definitely impress you?

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Honestly, I had a guy interviewed that blew me out of the water. He did such a great job. He came to the interview and he had less than 24 hours’ notice, which I was surprised that he wanted to interview that quickly after finding out about the position. He came to the interview and he had researched me personally. He found me on LinkedIn and knew my professional background and asked me questions about my story and who I was. He came prepared with a solid understanding of the area that I was interviewing for. Was it perfect? No, but understanding that he has never sold CMF before, he doesn’t know anything about our product line, he made the effort to research what CMF is. What our products are and who we’re calling on.

Also, he took it as far as to research some of the surgeons in the area. We’re doing everything on Zoom right now. Towards the end of the interview, he asked if he could share a screen so he could show me what his plan was if he were to get this position. This was my first impression of him. What I think about that is he’s motivated and he’s ambitious. He’s prepared and he’s done everything he possibly can to prepare himself for this interview with very little information to deal with. I was extremely impressed.

Rachel, you’ve given us so much insight into the amazing things you’ve done within your career, what it means to be an actual effective medical device sales rep, especially in CMF. Do you have anything you’d like to share with our audience about getting into the industry and being a success when you get into the industry?\

MSP 21 | OR Team

OR Team: Take an opportunity as it is – a learning position.


I would say my biggest piece of advice is be willing to take a look at the entire opportunity. If you’re trying to break in, don’t go in expecting that you’re going to be paid a six-figure type of job as an associate. Walk into the position or the interview understanding that an associate role is designed to help you get your foot in the door and to learn the industry. Take that as the opportunity that it is, which is it’s a learning position and it’s there for you to learn. My best advice from there is to take the ball and run with it and put your nose to the grindstone and you’ll get to where you want to be.

Thank you so much, Rachel, for the time you gave us. I look forward to speaking with you again soon.

Thank you very much.

That was pretty informative. I like talking to Rachel because she has such an authoritative way of communicating and you have no choice but to want to sit there and listen for as long as you possibly can. She did go into a lot of detail around what needs to be considered for those that want to get in and those that are already in. Some of the takeaways that I want to restate are be careful about how you talk to people. That’s key. Especially in the life sciences sales space, medical sales, it’s too often that a lot of people are moving and shaking. You are, your colleagues are and your customers are too. Everyone should treat everyone with respect and with appreciation, regardless of who you’re talking to. You want to make sure you have that understanding grounded within who you are in this space.

Everyone is moving and shaking, everyone is doing things and you never know where someone is going to be, but it isn’t even about that. You want to have that attitude of almost being the solution whenever there’s conflict, of being the reason to let your guard down, of being that presence that makes people even more comfortable than they weren’t or already was. When you’re careful how you talk to people and you’re treating everyone with their deserved level of respect, then that tends to happen automatically.

Another point is to be available and be where you need to be when you say you’re going to be there. Rachel couldn’t emphasize that one enough and that’s critical when you’re trying to get a job and that’s critical when you have the job. Operate with integrity. I like that one. Especially when it comes to this space, that is a given. Everyone needs to understand that, but it’s that much more critical in this space and have a great attitude. There are a few episodes where a lot of people in Rachel’s position and also in executive leadership talk about how important it is to set the tone wherever you go, especially in the OR. You can have an influential role by making everyone feel comfortable and doing your part to make the procedure that much better.

Thank you for reading. If you are someone that wants to get a position, you want to get into the industry, maybe you’re in a different field and you want to enter a different part of life sciences sales, a different side of medical sales, then you need to visit EvolveYourSuccess.com and take the assessment. If you’re someone that wants to get into the industry, maybe you’re in business to business sales. Maybe you’ve been working on it and you’re like, “I’m ready to do something that’s going to take me to that next step, then visit the website and take the assessment. If you visit that page, it’s crystal clear on exactly what you want to do and what to look for. It’s crystal clear when you visit EvolveYourSuccess.com, you’ll know immediately where you’re supposed to be.

We also have programs that help those that want to improve their sales performance. If you’re in a role and you want to see something different, even in 2020 with this crazy year we’ve been given, or you’re in a role and you’re planning for the things you want to do next year. Maybe you have a team and you’re looking for ways to take them to their next level, then again, visit our website. Click Improve Sales Performance and take a look at some of our professional programs for sales representatives. I love bringing these guests to share their experiences, knowledge, wisdom and engage us into learning so much more about this vast space called medical sales. Please make sure you visit us again next time for another guest with more incredibly valuable information. Thank you again.

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About Rachel Sadlack

MSP 21 | OR TeamExperienced Specialist with a demonstrated history of working in the medical device industry. Skilled in Medical Devices, Sales, Working with Surgeons, Orthopedic Surgery, and Strategic Planning.

Strong professional with a Bachelor’s degree focused in Biology, General from Georgia Institute of Technology. 




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