Top 100 Surgical Device Sales Jobs

GUIDE TO LANDING A HIGH PAYING
SURGICAL SALES JOB
Fast Track Expert, LLC
Surgical Device Sales
TOP 100
JOBS

Section Page
1 Introduction 3
2 8
3 34
4 Surgical Sales Interview Preparation 57
5 30/60/90 Action Plan 88
6 Top 100 Surgical Sales Companies 117
Surgical Sales Resume Builder
Surgical Sales LinkedIn Builder
Table of Contents
Landing a Million Dollar Surgical Device Sales Job

Do NOT read this book…Unless
• You would like to become a millionaire
• You would enjoy traveling the world
• You would like owning several homes in beautiful
areas throughout the world
• You enjoy owning a truck, car and a motorcycle (or
two)!
• You would like to improve the world of healthcare
• You would like to work with the most advanced
technologies in the world
• You would like to work on the cutting edge
• You would like to save lives
• You would like to work with the smartest people on
earth
• You would like to LOVE YOUR JOB! Does
anything else really matter?
There have been more millionaires created from Medical Device Sales that any
other sales job in the world. Medical device sales can also be very fun and
exciting. I’ve had the great fortunate to watch brain tumors being removed,
hearing restored with a laser beam, robots removing cancer from the inside of a
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patients stomach, fertility restored by the magical touch of a gifted surgeon with an
optical scalpel.
Medical and Surgical sales is also an honorable profession. You get the
opportunity to improve patient’s lives. You will see incredible surgeons using
gifted hands to save a patient’s life. You will see the miracle of medical science on
a daily basis. The greatest part of it all is that you become a critical piece in
helping surgeons and medical professionals do their jobs. You get the opportunity
to stand next to a surgeon and coach him on the best technique for removing a
spine tumor. You get to coach a surgeon through the technical process of attaching
electricity to a patient’s chest to keep their heart pumping. You get the opportunity
to coach a surgeon through fixing a broken leg or arm. If you can think of a more
rewarding sales job I’d love to hear about it.
Surgeon’s need us.
It always amazes me when a surgeon says he doesn’t meet reps, he is not
interested in new technology or doesn’t need our help. The honest truth is that
there is not a single item in the Hospital that is not sold by a Medical sales rep. Let
me repeat that…THERE IS NOT A SINGLE ITEM IN A HOSPITAL THAT
WAS NOT SOLD BY A SALES REP. Surgeons don’t make products in their
garage. Medical don’t magically appear in the OR for the surgeon to use. Products
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are not dropped off by a mysterious device angel. Each and every product used in
the hospital is created by a company and sold by a sale’s professional. The sales
person is not just important to a hospital, they are vital. Without sales professionals
and medical device reps healthcare would not exist. Without sales reps: Hospitals
would not be built, ambulances would not exist, people would have no reason to be
doctors, nursing would not be a profession, and surgery would not be an option.
Let me help you understand why sales reps are critical to EVERYTHING in
healthcare. Hopefully this helps you understand why sales reps are so important to
healthcare. This is what we sale:
• The land that the Hospital is built on. Sold by a rep.
• The parking lot, grass, trees and flowers that surround the hospital. Sold by a
rep
• The wood, steel beams, insulation, roofing, and everything it takes to build
the hospital. Sold by a rep.
• The carpet, tile, paint, bathrooms, toilets, showers, lights, hand dryers, sinks,
pluming. You get the point…If you can see it in a hospital, it was sold by a
sales professional. I’m not finished, let’s talk about what is used.
• The operating rooms, the lights, the beds, the cabinets, the monitors, the
doors, the sinks…Reps
• The gloves, the hats, the scrubs, the glasses, the drapes, the body coverings,
the masks, the cleaning supplies…All sold by Reps.
• Every single item that touches the surgeon or the patient was sold by a sales
professional.
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• It is estimated that there are over 100 Million products sold in order for
healthcare to thrive
Money is extremely important to healthcare
Like it or not, everybody is motivated by money. This is good. Money
motivates people to get creative. Money motivates smart people to become
surgeons. If money didn’t matter we would have average products, mediocre
doctors, dirty hospitals, and a lot of sick people. If private companies didn’t make
money they would stop creating new medical tools. If there was not competition to
make money in healthcare companies would not be constantly improving their
products. If the government took over healthcare and sales reps no longer mattered
people would get sick, poor and hopeless. Money, competition and sales reps are
extremely important. Please don’t forget this when your job gets hard, a surgeon
yells at you or you have a bad day. Sales reps make the world go round. People
involved in selling in healthcare are some of the most important people on earth.
I’m writing this book because I love what I do, I think medical sales reps are
extremely important and I know there is a better way to make money. I’ve spent
the last 10 years creating the very best sales tools available for making millions of
dollars in medical device sales. I’m going to share with you simple tools that will
get you in the game and keep you making millions of dollars year after year. This
book is a culmination of tools that were created and compiled during my surgical
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sales career. My goal was to make these sections short and sweet. No stories, fluff
or BS, just specific actions and tools to help you sell more products and make more
money
Happy Selling,
Fast Track Expert, LLC
7

The Surgical Device Sales Search is a Sales Process
The Product = You
The Buyer = The Employer
Purchase = Pay a Salary for Work
9

The Product
Benefits
Difference
Potential Buyer
Elevator Speech
10

The Job Search is a Sales Process
The Product = You
The Buyer = The Employer
Purchase = Pay a Salary for Work
Marketing Brochure = Resume
11

Personal Information
•Address – full address
•Phone Numbers – easiest one to reach you
•Email Address – permanent / personal
•Open to relocation
12

Resume Objective
“What is this product used for?”
•What job do you want?
•What size/type of company
do you want to work for?
Keep it short, sweet, and focused!
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Sample Resume Objectives
“I seek a management position that utilizes my
expertise in Selling Disposible and Capital Equipment.
“Wishing to secure a medical sales position within
a growing healthcare organization."
"Develop and execute creative and powerful business
and marketing initiatives that align company sales goals
and exceed customer expectations in order to increase
company profits and achieve personal productivity
goals. Conduct all business around the principles of
integrity, excellence, empowerment, and growth.”
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Resume Objectives
•Tailor your objective to the job
•Personal branding statement?
– Objectives can help you transition
– Objectives are great places for keywords
– Objectives are “cover letter insurance”
15

Employment History
Work Experience
Professional
Experience
Employment
Work History
•Bullet points not paragraphs
•Reverse chronological order is the way to go
16

Employment History
Reverse Chronological Order
Dates of EmploymentEmployer Name
Job Title
Work Duties/Job
Description
– Accomplishment
– Accomplishment
17

Employment History
Use action words for
your resume:
Managed Recruited Sold
Controlled
Coordinated Facilitated
Created
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“• Was actively involved in 3 competitive acquisitions
that generated an additional $500,000 dollars in revenue
• Developed working relationships with upwards of 400+
medical professionals.
• Named salesman of the western region for 4 consecutive
months (averaged 45 units sold).
• Averaged 30 units sold per month for 12 months
(Generating $432,000 in revenue).
• Expanded the Utah territory from 0 to 80 referring clinics
within my first 10 months
• Delivered over 100 in-services on our products and
conducted 8 educational seminars for Doctors, Physical
Therapists, Chiropractors, Family Practitioners, and
Orthopedic Surgeons that referred and used my Electo-
stim machines.
19

Employment History
Bullet Points
• Can you make money for the
company?
• Can you save money for the
company?
• Can you save time for the company?
20

Quantify Your Accomplishments
Any way you contributed to revenue, growth,
or profit for the company.
Revenue
Rankings
Direct
Reports
Production
Accuracy
Budget
Projects
Schedule
Turnover
Rate
Procedures
21

Quantify Your Accomplishments
•
Help make them relative to
some other piece
•Special merit increase or promotion
22

Employment History Issues
• Same employer?
– Laid off?
– Job hopping?
• List reason laid-off
• Laid-off with lots of others?
• Add explanations if needed
23

How Far Back Should You Go?
• Recent College Grad:
– Include college/high school employment
• 5- year Workforce Veteran:
– Only post-college
– Exception—significant college job
24

Education
• Most recent degree first
• Type of degree
• Major and date
• GPA – only if recent graduate, only above 3.0
• Professional Development Courses
• Certificate Programs
25

Keywords
• Resume Search Optimization (RSO)
• Skills and accomplishments that matter
• Buzzwords, terminology and jargon
• Surgery-specific terminology
• Read job openings
• Search words
• Data-base search
• By company
• Product names
• By customer
26

Keywords
Looking for a new job in the same field?
Search job postings
Corporate websites
Recruiters
Transitioning to a brand new career area?
Creative thinking
Transferable skills
27

Professional Accomplishments
• Publications
• Research
• Presentations
• Lectures
• Courses
• Seminars
• Relevant Dates
• Hobbies?
28

References
“References available upon request”
is unnecessary.
29

Resume Length
Out of college less than 5
years: 1 page resume
In the workforce 5-20
years: 1-2 pages
30

The Look of Your Resume
•Must be easy to read
•Bullet points are your friend
•White space, too
•No “creative” colors, fonts, designs
•Focus on the message, not the delivery
system
31

Resume Critique
Get a fresh perspective
Ask your friend:
“What three things would you change if
it were yours?”
From a professional
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LinkedIn Profile
34
Surgical Sales Expert

LinkedIn Profile Tutorial
Get Started with LinkedIn – Set Up Your Profile
Go to www.linkedin.com and enter your name, email, and password where it
says “Join LinkedIn Today.”
Then you’ll see “Let’s Get Your Professional Profile Started,” where you can
indicate your employment status, your current company (if applicable), job
title, country, and zip code.
35

The next page will be “See Who You Already Know on LinkedIn.” It’s for your
current email contacts. Ignore this until your profile is complete by clicking on
“Skip this step.”
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LinkedIn will send you a confirmation email. You must go back to your email
account and confirm your membership before you can begin editing your
profile. Once you confirm, you’ll log back in with your email address and
password.
After confirmation, you’ll see a green “Build Your Network” box so that
LinkedIn can import your email contacts. Ignore this, too, until your profile is
complete.
Make sure you use a personal email address—not a work one.
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Create, Edit and Refine Your Profile
LinkedIn will already have the basic information you’ve entered.
This is what your profile page will look like so far
(with your own information, of course):
Click on the “Profile” link at the top of the page to get to your profile page.
Choose the “Edit My Profile” Tab to enter or change your profile information.
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Photo
Add a photo to your profile by clicking on “Add Photo.” Upload it from your
computer, and LinkedIn will allow you to crop it as needed to fit the space.
Failing to add a photo will significantly reduce the effectiveness of your profile.
People like to do business with other people, and a photo will help you
connect with others.
It doesn’t have to be done professionally. A digital camera is fine—just dress
business-appropriately. A head-and-shoulders shot is perfect.
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Name
Using the [edit] button, add your email address right behind your last name to
make contacting you easier.
Job Title
Make sure your job title includes a keyword or two that make it searchable.
Location
Choose your geographical location. If you are looking to move, you are allowed to
choose a location that reflects where you want to be, which is not necessarily where
you are now.
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Job History
Import your resume? No. Your LinkedIn Profile is a marketing brochure. It
doesn’t need to be as complete as a resume. It just needs to attract interest
and attention.
Add more information to your current position – Job title, dates, and
description.
Include key skills and accomplishments under “Description.” Keep it brief, but
include important keywords.
TIP: Use bullet points on your job description—they’re easier to read.
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Add past positions using the same guidelines.
Don’t add every job you’ve ever had—only the last 10-15 years, and only the
positions most relevant to the jobs you are pursuing.
LinkedIn is not your resume, so resume rules do not apply here.
TIP: Think about KEYWORDS
Use keywords that relate to your industry wherever you can—job title,
job description, etc.
Keywords include things related to technology, software, skill sets, training,
certifications, customer segments, companies you work with, etc.—any hot
topics for your industry, in your space. Keywords make you searchable.
Education and Additional Information
Education
Add your college AND your degree—otherwise, it looks like you didn’t finish.
(Don’t add high school unless it was a prestigious college prep school with a
very strong alumni association.)
Add only those “Activities and Societies” that sell you as a candidate—
academic or philanthropic groups, groups that indicate “diversity,” or some
kind of professional society.
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Additional Information
Websites: Anything that you want a potential employer to see—current
company (to get a clearer picture of you), an online resume, a blog, etc.
Interests: Add hobbies only if they speak to your desirability as a candidate.
Triathlons show competitiveness, basket weaving doesn’t. Public speaking is
good, political associations are not.
Groups and Associations: Stick with professional organizations.
Honors and Awards: List those that are job-related, or professionally
significant.
43

Summary, Specialties, and Contact Settings
Summary – the “pure profit” area
The summary is a “headline” spot. It’s the most important part of the profile
because it’s the first thing others see.
This is where you want your objective. Include function, industry, and location
to send a clear message. Be both concise and descriptive.
TIP: This is another place to include your email address!
(“Contact me at abc@xyz.com to discuss opportunities.”)
Specialties
Specialties should be very job-specific. Look at job descriptions you’re
interested in to find keywords you should include here. These should be
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keywords that an HR professional or recruiter would use to find a candidate
for the job they’re trying to fill.
TIP: Condense information (no white space or separate lines) to keep your
information “above the fold.”
This is an example of what others will see when you’re done. Notice how the
Summary and Specialties stand out:
Public Profile
Make sure you make the profile public.
Edit the URL that LinkedIn gives you. Change it to your name, so that it’s
easier to read and communicate to others.
45

Optional Extras
Applications – You could include your blog or Twitter link, but this is not
necessary.
46

Personal Information
Any personal information you choose to include is strictly optional. I would not
add my phone number, address, birthday, or marital status. They don’t need
those things to contact you. Your email address is sufficient.
Contact Settings
This is how LinkedIn allows others to contact you. ALWAYS check “Accept
Introductions and InMail.”
TIP: Take advantage of another plug for your email address when you are
advising others how to contact you: “Please contact via email: [your email
address here]”
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Contacts, Recommendations, Jobs, Groups,
Your Inbox, and More…
Contacts
You may contact others on LinkedIn through direct connections, InMails, or
groups.
Add connections to grow your network by importing your email contacts or
searching through LinkedIn.
LinkedIn allows you to search by:
Name – just type in the names of people you know
Company Name (Colleagues) – Anyone who has indicated past or current
employment with companies you’ve also worked for will show up here.
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Classmates – People who have attended the same schools that you have will
appear here.
LinkedIn also offers suggestions for you based on the information it has.
Add connections by issuing Invitations. Make as many connections as you
can to expand your network.
Recommendations
Recommendations are powerful, but not essential.
You can choose which recommendations go on your profile. If it’s not well
written, don’t post it.
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TIP: The best way to get a good recommendation is to give a good one.
Write a great recommendation by being strong and specific—make it a
compelling endorsement of that person.
Search for Jobs on LinkedIn
LinkedIn provides job postings as well as an “Advanced Search” function that
works with Indeed.com.
Refine your search by location, experience level, company name, job title, job
function, salary range, or date posted.
50

Groups
Join and participate in groups to make connections.
Find groups using either the “Groups” search at the top right hand of the
page, or by using the “Groups Directory,” located on the Groups tabs. Use
your industry keywords to find groups you’re interested in. Additionally, you
can search for groups based on where you went to college or where you’ve
worked before. Hint: Search by keywords but keep the “All Categories”
selection active to maximize your results.
51

Join groups by clicking on “Join this group” at the right-hand side of the
screen. You’ll have to wait to be approved, and you’ll be notified of
acceptance.
When you click “Join this group,” it will take you to this screen:
Always click on “Allow members of this group to send me messages.”
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Join up to 10 groups per day. You can be in 50 groups total.
Join discussions within groups. You’ll learn a lot and make connections.
Search groups for jobs. They often have their own job boards that are (of
course) very industry-specific.
Inbox
Send and receive messages in your inbox. The Inbox tab is located at the top
of the page. LinkedIn will notify you when you have received a message.
Issue invitations to connect from here.
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More…
Ask and answer questions and search for information under this tab. It’s another
good way to increase your visibility.
Find answers to “need to know” questions, or position yourself as an expert in
your field.
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Conclusion
Update your status regularly
Check and update your status frequently to keep it up to date.
Suggested status updates:
John: is interviewing for a sales position in SLC.
John: wants to relocate to Tampa. Know of any good sales jobs there?
John: is attending the AACC conference in Chicago.
John: seeks a new medical sales opportunity in Miami.
55

Interview
Preparation
57

01 Company Research Plan
02 Questions to Ask During the Interview:
03 How to use LinkedIn for company research:
05 Developing your Success Story.
06 More Interview Appearance and Presence tips…
Table of Content
04 How does your Experience fit this position
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Company Overview
*LinkedIn (see sample next page)
Parent Company/Subsidiary of (Trading Symbol, if public):
___________________________________________________________________
___________________________________________________________________
Key Numbers to Know
*Number of Employees *1yr Sales Growth
*Current/Most recent sales *1-Year Net Income Growth
*Current/Most recent Net Income *1-Year Employee Growth
*Company Type *Fiscal Year-End
(Public/Private/Venture Capital)
Decision Makers:
*Hiring Mgrs – (Title, past experience, how long there, location, report to)
___________________________________________________________________
___________________________________________________________________
*Human Resources
___________________________________________________________________
___________________________________________________________________
Competitors:
*Know the companies top 3 competitors
___________________________________________________________________
__________________________________________________________________
Product Line:
* Know the company’s top products
* Be aware of any new products in Development
___________________________________________________________________
___________________________________________________________________
Company Research Plan1
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SWOT Analysis of Product/Company/Opportunity
*Strengths
___________________________________________________________________
___________________________________________________________________
*Weaknesses
___________________________________________________________________
___________________________________________________________________
*Opportunities
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
*Threats
(don’t forget reimbursement challenges, newer technology, market conditions, etc)
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
Why are you a Fit for this position?
* Know your skill set and how equals to the skills required for the position
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
1
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Why is the position open?
___________________________________________________________________
___________________________________________________________________
Where will the job be performed? Is it based at Headquarters or is it
___________________________________________________________________
___________________________________________________________________
* What do they see as the primary focus for this position? What is the
greatest challenge?
___________________________________________________________________
___________________________________________________________________
* When do they want to have someone in the position?
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
* How long have they been looking?
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
*Can you describe the best performer that you have on your team
in a similar role?
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
Questions to Ask During
the Interview:
2
Field based?
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What will be the interview process?
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
* What are goals do they want to accomplish
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
* How do they see the position developing? Growth Path
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
2
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LinkedIn is the best place to do research on a prospective company.
Notice that your search brings up other divisions of the company that you may not
have been aware of before.
How to use LinkedIn
for company research:
3
64

When you move your cursor over the company name a brief description will display
along with a link to the company’s corporate webpage. When you select the company
In a company search you can identify not only the different locations of the
company , but also the number of employees in that location.
3
Profile a wealth of information is displayed
65

3
You now will be able to see current and former employees, new hires even
promotions and changes with the company. They may even have some
financial news recent on the company.
66

Reach out to those that were in a similar position as the one that you are considering.
Try a rep in the same position just another location and explain that you are considering
a position with the company and want to get their advice on the company, position etc..
How do you contact these folks? As you can see above, when you put your cursor over
The profile several options appear. When you look at Gino, you see that you can send
and InMail , get introduced, or add to your network.
3
The employee profiles will tell you what they like to hire. Also, What is the median age?
Gender statistics? These are indicators of culture.
67

If you are in the same group, you can message your contact
there. What should you ask one of these contacts?
Questions you might ask a current employee or past
employee of your prospective employer:
1. How long have you been there?
2. How did you get hired?
3. What do you love about the company
4. What do you not love?
5. What about the job?
6. Do you know the manager ( in your area) ?
7. Any advice they could give you?
8. What about the “x” product?
9. How is the environment?
10. Who are the competitors?
3
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Match the Key Requirements to your Experience:
Job Title
*Job Description (Summary) *Your Experience
*Primary Responsibilities *Your Current/Similar Responsibilities
*Requirements *Your Background
Interview Prep Questions:
1. Why do you want to work here?
___________________________________________________________________
___________________________________________________________________
2. Why did you leave your last job? Why are you looking to leave? Don’t say any-
thing negative about the company but be honest – is it salary, career growth etc
___________________________________________________________________
___________________________________________________________________
3. What can you do for us that other candidates can’t? -
ple of a success you had in the past that helped or improved a process.
___________________________________________________________________
___________________________________________________________________
4. What salary are you seeking?
position my salary was and I am open to a reasonable offer within that range.
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
How does Your Experience
Fit this Position
4
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5. What would your prior manager say about you?
Point out your strengths and any success you had
___________________________________________________________________
___________________________________________________________________
6. Describe a work-related issue or problem that you had to face recently, how did
you deal with it?
This is seeking your decision making ability. Give an example where you impacted
the situation positively.
___________________________________________________________________
___________________________________________________________________
-
cult to work with?
___________________________________________________________________
___________________________________________________________________
8. What was the best decision you ever made? What were the alternatives?
How did you go about making it?
This is checking for your judgment.
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
4
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Strengths as an Employee:
1. What have others said about you?
___________________________________________________________________
___________________________________________________________________
2. Reviews – Do you have reviews you can refer to?
___________________________________________________________________
___________________________________________________________________
3. Recommendations
___________________________________________________________________
___________________________________________________________________
4. What do you do?
___________________________________________________________________
___________________________________________________________________
Management Style:
___________________________________________________________________
___________________________________________________________________
2. What goals did you put place for your team?
___________________________________________________________________
___________________________________________________________________
3. How did you delegate assignments or territories?
___________________________________________________________________
___________________________________________________________________
Developing your
Success Story.5
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4. How do you evaluate employees?
___________________________________________________________________
___________________________________________________________________
5. What did you look for in a team member?
___________________________________________________________________
___________________________________________________________________
Marketing Experience:
1. How did you determine where to go?
___________________________________________________________________
___________________________________________________________________
2. What tools did you develop?
___________________________________________________________________
___________________________________________________________________
3. What strategies did you use?
___________________________________________________________________
___________________________________________________________________
Leadership:
1. Did you motivate others?
___________________________________________________________________
___________________________________________________________________
2. Did you mentor or train others?
___________________________________________________________________
___________________________________________________________________
Creativity:
1. What tools did you develop
___________________________________________________________________
___________________________________________________________________
5
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2. How did you strategize
___________________________________________________________________
___________________________________________________________________
3. What makes you different?
___________________________________________________________________
___________________________________________________________________
Technical Expertise:
___________________________________________________________________
___________________________________________________________________
Dependability:
1. Give examples of what you did
___________________________________________________________________
___________________________________________________________________
5
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10 Common Interview questions
PRACTICE, PRACTICE, PRACTICE!
Tell me about yourself? -
Point out areas of Success-Career growth path/Strategy/ follow through/ work
ethic
Why have you had so many / so few jobs?
Give an example of how you manage your time well. - Give example of Multi-tasking
What’s the biggest mistake you’ve ever made?
Nothing damaging- but what you learned
What is your greatest accomplishment?
Use examples that demonstrate key “hiring characteristics”
What are your strengths?
What do you need to work on?
Use a strength that you could improve
How do your co-workers describe you?
Team player, outgoing, dedicated etc..
What new goals have you set for yourself lately?
Why should we hire you?
Give examples of how you are equal to their requirements.
1. Be descriptive. Don’t just answer “yes” or “no” to questions. But also avoid “over-
answering.” Make your answers colorful but not lengthy.
2.Sell yourself to the interviewer, but without exaggeration or telling lies. You are there
to market yourself, “blow your own trumpet” and explain why you’d be right for the
role. But don’t come across as arrogant.
5
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3. Avoid making negative remarks about your current employer, or past employers or
4. Be determined. Make it clear that you want to get the job, even if you are given
information in the interview that sheds a new light on the role. Be positive, and then
evaluate the opportunity again when you are away from the interview. Don’t burn
your bridges.
5. Have positive body language, and maintain a good posture.
5
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More Interview Appearance
and Presence tips…
6
76

Take with you:
* Resume(s) * Brag Book(s) (or other evidence)
* References
* 30/60/90 day sales plan(s)
Any other documents/ tools that will help you demonstrate your talents and skills.
Just a Reminder:
restr r w.
rettes or tobacco.
W re.
’t look at your watch.
’t stare.
y ’ r
“I’m sorry
’s name and write it
down.
(or get their business card)
’t ask about money
’t mention a salary range in your r w.
’t talk about personal problems.
’ w.
’t park at a meter or in a tow zone.
’t drop names.
r reate a time
crunch. Turn o
’s desk.
’
r
rcastic.
r.
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6
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Levels of Promotion
Associate
Territory Manger
Field Sales Trainers
Regional Sales Manager
Director of Sales
Always push for promotion. The next
couple pages have descriptions of job
promotions for medical Sale's jobs
78

Sales Associate
Primary Job Responsibility:
This is a GREAT opportunity for someone looking to break into surgical device sales.
• Assist with managing a geographic region in terms of organization, administration,
expense maintenance, profitability, customer service, trade shows and customer support.
• Maintain accurate account records
• Execute marketing strategies
• Assist with coverage of accounts within territory geographic areas
• Identify, establish, and maintain productive relationships with key decision makers
• Maintain existing business and assist with development of new business opportunities
• Represent OmniGuide Medical Technologies at industry conferences •Respond to
customer requests and resolve complaints
• Educate customers to ensure that products are understood and used effectively
• Maintain high standards of personal presentation and promote a professional personal and
company image
• Contribute to the development of a strong team effort
• Communicate market intelligence/competitor activity promptly
• Ensure a professional standard of written and verbal communication
• Develop and maintain comprehensive clinical and technical product knowledge
• Recognize and understand competitive products, features, strengths in relation to the
company’s products
• Actively participate in skills development programs
• Ability to teach and educate medical personnel, peers, and technical support personnel
• Computer proficiency
• Entrepreneurial attitude
• Handles uncertainty and adversity
• Highly ethical
• Prioritizes the team over self
• Competitive
• High energy
• Travel 50 – 75%
Knowledge and Skill Requirements:
Education:
• Applicant must be able to: lift heavy machinery into and out of his/her car, stand on his/her feet
for up to 10 hours in an Operating Room, Be able to watch graphic surgeries, Learn complex
medical technology and discuss with surgeons, Applicant must have a reliable car to transport
Job Description
79

Education and Training
Requirements;
Bachelor’s Degree required
with a technical/medical
degree preferred.
80

Primary Job Responsibility:
• Execution Orientation
• Execute plans to achieve company goals and objectives
• Achieve sales targets
• Maintain accurate account records
• Execute marketing strategies
• Ensure effective coverage of accounts within territory geographic areas
• Control expenses
• Influence and Selling Skills
• Identify, establish and maintain productive relationships with key decision makers
• Plan and implement effective sales/product presentations
• Maintain and expand existing business and develop new business opportunities
• Representative at industry conferences
• Develop and implement strategies to counter competitors
• Customer Service
·Respond to customer requests and resolve complaints
• ·Educate customers to ensure that products are understood and used effectively
·Maintain high standards of personal presentation and promote a professional
personal and company image
• Communication and Company Support
• Contribute to the development of a strong team effort
• Train and mentor junior sales reps
• Demonstrate the capability to lead, hire and develop a sales team
• Actively participate and lead company initiatives such as product launches, key
customer programs and strategic planning sessions
• Communicate market intelligence/competitor activity promptly
• Ensure a professional standard of written and verbal communication
• Self Development and Product Knowledge
• Develop and maintain comprehensive clinical and technical product knowledge
• Recognize and understand competitive products, features, strengths in relation to
the company’s products
• Actively participate in skills development programs
Territory Manger
Job Description
81

Knowledge and Skill Requirements:
• 4 plus years surgical sales experience in a hospital environment
• Demonstrated success in previous sales role; indicating a high level of sales
performance
• Ability to teach and educate medical personnel, peers and technical support personnel
• Computer proficiency
• Ability to travel 50% of the time
Education and Training Requirements;
• Bachelor’s Degree required with a technical degree preferred
82

Prerequisites:
1. Minimum 1 year tenure as Territory Manager
2. Must continue to meet expectations and perform duties of Territory Manager while occupying field
sales trainer position. (see Territory Manager job description)
Primary Responsibilities (include, but are not limited to):
1. Host sales employees in home territory for the purpose of conducting training activities.
2. Bring trainees to sales meetings and surgical procedures at customer locations, to allow trainees
observation of sales activities and product usage.
3. Review clinical and technical training material as outlined in the trainer’s ‘field ride summary report’,
and complete summary report after each training visit.
4. Evaluate trainees abilities and performance, and provide feedback to trainees and sales managers to
aid with personnel development.
5. May be asked to travel outside of territory to administer or participate in training activities.
6. Serve as a positive influence and a role model for the sales organization.
7. Take on other leadership responsibilities within the organization, which may include: interacting
with business partners, participating in interviewing and hiring processes, participating in marketing
projects, participating in new product development projects.
Knowledge, Skills & Requirements:
1. Must demonstrate on-going superior performance to peers in a Territory Manager role.
2. Conduct oneself in a positive and professional manner, and act as a positive influence on the sales
team culture.
3. Excellent organizational and communication skills.
4. Excellent Strategic thinking and decision making ability.
5. Demonstrated leadership ability.
6. Willingness to contribute to and work towards company wide improvement in performance.
7. Participate in meetings and consult with management on organizational strengths, weaknesses,
opportunities, or threats.
Field Sales Trainer
Job Description
83

1. Achieve company objectives and sales revenue targets by managing a geographic region in terms of
sales representative management, organization, administration, expense maintenance, profitability,
customer service, trade show representation and customer support.
2. Execution Orientation:
2.1.Execute plans to achieve company goals and objectives.
2.2.Achieve sales targets for region.
2.3.Execute marketing strategies.
2.4.Ensure effective coverage of accounts in the region.
3. Influence and Selling Skills:
3.1.Identify, establish and maintain productive relationships with key decision makers.
3.2.Plan and implement effective sales/product presentations.
3.3.Maintain and expand existing business and develop new business opportunities.
4. Personnel Management:
4.1.Responsible for hiring, training and developing sales representatives with the region.
4.2.Ensure sales representatives within the region achieve sales targets, control expenses and
proactively manage customers and accounts.
5. Communication and Company Support:
5.1.Contribute to the development of a strong team effort.
5.2.Train and mentor sales representatives.
5.3.Actively participate and lead company initiatives, including:
5.3.1.Product Launches
5.3.2.Key Customer Programs
5.3.3.Strategic Planning Sessions
6. Self Development and Product Knowledge:
6.1.Maintain high standard of personal presentation and promote a professional company image.
6.2.Develop and maintain comprehensive clinical and technical product knowledge.
6.3.Recognize and understand competitive products, features and strengths in relation to your
company, Inc. products.
1. Must have 5+ years surgical sales/sales management experience in a hospital environment.
2. Must be able to demonstrate success in prior sales roles, including a high level of sales performance.
Regional Sales Manager
Job Description
84

1. The primarily responsibilities of the Director, National Sales is to achieve overall company
objectives, including revenue, management of sales team and profitability targets. Incumbent will
drive improvements in sales force productivity and efficiency in the following areas:
1.1.Execution Orientation:
1.1.1.Establish and execute plans to achieve company goals and objectives.
1.1.2.Achieve revenue targets for domestic sales.
1.1.3.Execute marketing strategies.
1.1.4.Ensure effective coverage of accounts.
1.2.Culture and Standards:
1.2.1.Ensure the highest standards of accountability respect and honesty are adhered to and
continually administered.
1.3.Influence and Selling Skills:
1.3.1.Train and develop team selling skills.
1.3.2.Plan and implement effective sales/product presentations.
1.3.3.Maintain and expand existing business and develop new business opportunities.
1.3.4.Development and implement strategies to counter competitors.
1.4.Personnel Management and Development:
1.4.1.Responsible for hiring, training and management of regional sales managers.
1.4.2.Develop management systems for coaching and developing sales reps.
1.4.3.Work with regional managers to hire and build a team of top sales professionals.
1.4.4.Develop and maintain sales training and efficiency systems.
1.4.5.Develop systems for accomplished team members to attain career development goals.
1.5.Communication and Company Support:
1.5.1.Contribute to the development of a strong team effort.
1.5.2.Train and mentor sales personnel.
1.5.3.Demonstrate the capability to lead, hire and develop a sales team.
1.5.4.Actively participate and lead company initiatives such as product launches, key customer
programs and strategic planning sessions.
1.5.5.Promptly communicating market intelligence/competitor activity.
1.5.6.Ensuring a professional standard of written and oral communication.
1.6.Self Development and Product Knowledge:
1.6.1.Maintain high standards of personal presentation and promote a professional personal
company image.
1.6.2.Develop and maintain comprehensive clinical and technical product knowledge.
1.6.3.Recognize and understand competitive products, features, strengths in relation to the
company’s products.
Director of Sales
Job Description
85

1.6.4.Actively participate in skills development programs.
1. Bachelor’s degree required.
2. Must have 7+ years sales/sales management experience in a hospital environment.
3. Must demonstrate success in previous sales roles; indicating a high level of sales and sales
management performance.
4. Must be able to teach and educate medical personnel, peers and technical support personnel.
5. Must be computer proficient.
6. 50% travel required.
86

The Surgical Sales
Expert
30/60/90 Day
Action Plan
88

TABLE OF CONTENT
3. GENERAL TIPS, QUIPS, AND ADVICE
5. OVERVIEW OF THE PARTS OF THE PLAN
6. WHAT IS THE 80/20 RULE?
How does that apply in different business
areas?How does this affect your 30/60/90-day
plan?
8. FREQUENTLY ASKED QUESTIONS
Why is the plan so essential?
Will a 30-60-90-day plan help me in a management-level
job interview?
Will this plan help me in a technical job interview?
Is it crazy to create a 30/60/90-day plan before I even go into the first interview?
Where do I find the essential information I need for my plan?
What if I can’t find any information anywhere?
How do I decide whether to use one of the Sample Plans or the
Template?Is one better than the others?
What if my job is not represented in the Sample Plans? Am I out of luck?
When is the best time to introduce this plan in the interview?
What if, during the interview conversation, I realize my plan isn’t quite complete,
or that it isn’t lining up exactly with what the hiring manager was looking for?
What if I prepare a plan, and the manager doesn’t ask about it?
What if I don’t get time in the interview to present it? Can I send it
afterward?Has anyone ever had a hiring manager react negatively to the
plan?
How do I use the plan if I can’t even get the
interview?What do I do with the plan after I get the
job?
14. 30/60/90 DAY ACTION PLAN FOR SALES SUCCESS
30/60/90 DAY SALES PLAN
30/60/90 DAY BUSINESS PLAN
89

GENERAL TIPS, QUIPS, AND ADVICE
 Your mission in the interview is to prove 4 things to the hiring manager: (1) that you
understand the job; (2) that you can do the job; (3) that you will do the job; and (4) that you won’t
pose a risk to his own continued employment (since he’ll be the one responsible for hiring you).
Write your 30-60-90-day plan with this mission in mind.
 To put together an effective 30-60-90-day plan, you need to remember that first and foremost, it’s
a goal-setting exercise. It requires that you think, in detail, about what the job requires and what
this particular company needs. Then, you simply make a plan for what you’re going to do and
when you’re going to do it. Writing it down shows your drive and focus, and indicates a
significantly greater likelihood of success.
 Be as specific as possible. Your plan can be either extremely detailed or relatively simple, as
long as it’s specific to the company. You want to show that you’ve done your homework and that
you want THIS job, not just A job. Doing some research on the company’s products, strategies,
training practices, philosophy, position in the marketplace, and long-term goals not only helps you
create a job-winning 30/60/90-day plan, but also helps you see whether or not this particular
company is a good fit for you.
 Think strategically about the position. If you can, find out the answers to these questions
(if you’re working with a recruiter, ask him or her) and incorporate them into your plan:
What’s the greatest challenge for the position?
What has to happen for the role to be successful?
Why is the position open?
Who has been hired for this position before?
What made them successful at it (or not)?
These concepts are huge. They are going to help you create a very effective plan of attack.
Don’t worry if you are not able to find out why the last person left, but you should be able to
articulate the challenges and strategies for success in the role.
90

 If you need more information than internet research or talks with a recruiter can give you,
consider job shadowing for a day with someone in the field. Hands-on experience (and input
from your temporary mentor) will help you define and refine your goals, give you the vernacular/
terminology you need for your interview conversation, and improve the quality of your 30-60-90-
day plan.
 Consider doing a SWOT Analysis of the company as part of your preparation process for the
interview. SWOT is a strategic planning tool. It stands for Strengths (attributes helpful to
achieving the objective), Weaknesses (attributes harmful to achieving the objective),
Opportunities (external conditions that will be helpful to achieving the objective), and Threats
(external obstacles or conditions that will harm the process). To do one, you pick your topic, pick
your objective, and then use the analysis to see if you can achieve it within the time frame you
have identified.
Find out what the company’s goals are, and do your SWOT analysis on those goals.
(Look on the corporate website as well as the company’s LinkedIn page.) For a SWOT analysis to
be most effective, it must be concise, realistic, focused (but not too narrow), and it must include
how this company stacks up against the competition. The results of your SWOT should move you
in the direction of tactics, execution, and priorities—and how you can contribute to those goals is
exactly what you want to be discussing in the interview.
The SWOT analysis allows you to have a much higher-level interview conversation so that you
can be very effective when you do present them with your targeted and specific 30/60/90-day
plan.
 Resources for creating your plan include your recruiter, the corporate website, the company’s
LinkedIn page, the hiring manager’s LinkedIn profile, current or previous employees’ LinkedIn
profiles, Facebook, Twitter, press releases, newspapers, trade journals, newsletters, or even blog
articles. Google the company to see what you can find. LinkedIn is especially helpful because
you can go into the “Groups” section to check out discussions or even reach out to others to ask
questions that can help you with what you need to know.
 The 30-60-90-Day plan paints a picture for the hiring manager of what life will look like if
he hires you. It helps him “see” you in the job—which gets you one step closer to landing
the offer.
91

OVERVIEW OF THE PARTS OF THE PLAN
30-Day
The first 30 days of your plan is usually focused on training. That could mean company-
sponsored training or on-the-job training. You’ll learn all the company systems, standard
operating procedures, and products. You’ll meet all the members of your own team as well
as people in other departments and customers.
60-Day
The next 30 days (the 60-day part) are less focused on training, and more on getting up
to speed. It’s beginning to fly on your own after getting the lay of the land. You’ll begin to
get feedback from your manager so that you can set a direction for success.
90-Day
The last 30 days (the 90-day part) are the “getting settled” part. It should include things
that take more initiative on your part. You’ll be fine-tuning your schedule, processes, or
plans. You should be off and running as a fully contributing member of the team.
THE EXTRA KICK: The 80/20 Rule
Having a thorough understanding of how the 80/20 Rule works, applying it to your
objectives, and incorporating it into your 30/60/90-day plan turns an already impressive
interview tool into a knock-their-socks-off outstanding one.
92

WHAT IS THE 80/20 RULE?
In business, the 80/20 rule explains many different pieces of the puzzle. It was developed by Joseph
Juran in 1937, who named it the Pareto Principle after an Italian economist who observed that 80% of the
wealth in Italy was held by 20% of the people. Juran applied that idea to quality management issues in
manufacturing, and it became one of the most useful tools available for modern-day managers as well as
a general principle that the rest of us can depend on. Specifically, it means that 80% of the results
achieved will come from 20% of the actions taken.
How does that apply in different business areas?
 Marketing: Any marketing strategy should be designed to appeal to the top 20% of your
 accounts, since they are the ones with the finances to purchase your services—and the top 20%
will be supplying 80% of your revenue.
 Production: If you supervise 10 people, 80% of your results will come from the top 2
people (20%).
 Sales: 20% of your customers create 80% of your sales—and 80% of your problems will
come from 20% of your customers (most likely a different 20%!).
 Competitors: 80% of your threats will come from 20% of your competition.
 Time management: 80% of your results will come from 20% of your time.
 General Rule: 20% of the people will do 80% of the work.
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How does this affect your 30/60/90-day plan?
Marketing: If 20% of your accounts/customers/clients are providing you with 80% of your
revenue, then you need to find out why. What is it they like about you? Why have they chosen to
work with you or purchase from you? What was the process of getting their business, and how
can you replicate that with other customers? Or, is it a personality thing? Which means: Is there a
specific kind or type of account that the company does really well with? Why? Identifying what
works helps you refine it and make it more successful. Figuring out what doesn’t work keeps you
from sinking your efforts into a black hole of futility. Ultimately, you’ll be more effective and
successful.
Production: If 80% of your results are coming from the top 20% of your people, what you
want to do is (1) take very good care of them; and (2) figure out how you can replicate them. You
might baseline or benchmark them with a personality test or some other way to identify what it is
that those people have in common in order for you to have a frame of reference and a target to
shoot for in your other 80%. Maybe there’s some training program you can develop that will teach
the 80% how to bring up their performance to the level of the top 20%.
Competitors: If 80% of your threats are coming from the top 20% of your competitors, then
you can narrow your concerns to what they’re doing and forget about the rest. Focus your
strategy where it will have the most impact for the company.
Time Management: If 80% of your results are coming from 20% of your time, figure out
what it is about that 20% that makes it so productive. When you identify it, you can
duplicate it and increase your productivity and results. What are you doing in the 80% of
your time that’s not very productive for you? Can you delegate some of those time-drains,
or simply set them aside?
General Rule: The big, bottom-line idea here is that whatever your individual business or
job is, there will be actions, strategies, procedures, or individuals that are much more
productive, useful, helpful, and effective than others. If you can pinpoint what those are and
why they work (or conversely, what’s least useful and why it doesn’t work), then you know
where to focus your efforts for the best outcome. If you can and transfer that knowledge to
make another area better, you will be exponentially more effective and successful at your
job. The 80/20 Rule gives you a reliable framework for doing that.
Applying the 80/20 Rule to the actions and strategies in your 30/60/90-Day Plan (and to issues that
are brought up in the interview conversation) shows the hiring manager that you can pinpoint
what is most effective and deliver results.
94

FREQUENTLY ASKED QUESTIONS
Why is the plan so essential?
1. Completing it requires that you do your homework on the job and the
company. It’s the best interview preparation you can possibly do.
2. It demonstrates to the hiring manager that you are willing to do tasks that aren’t required but that
will secure a successful outcome—tangible evidence of your work ethic, drive, and determination.
3. It gives you a starting point to change the interview from a “ping-pong” Q & A session to a real
discussion between two professionals, which gives you more control over the interview.
4. Talking about the plan in the interview gives you a unique opportunity to effectively demonstrate
your communication skills, your understanding of the job and your ability to do the job
successfully.
5. It provides an additional opportunity to interact with the hiring manager because you can make
changes to it after the interview (and you have heard the hiring manager’s opinion on different
parts and pieces of the plan) and resend it to the manager. Sending a revised plan along with
your thank you letter will impress any manager!!
Will a 30-60-90-day plan help me in a management-level job interview?
Absolutely. In fact, I think it’s essential that management-level candidates come to the interview with a
high-level plan for how they’re going to attack the job and the problems that need to be solved. This
goes above and beyond the technical and industry expertise employers rightly expect to see in
managers—that’s a given.
What a 30-60-90-day plan does is showcase that experience in a “this is how it will look when I’m on the
job” and “this is how I’m going to begin solving your problems and making you money” kind of way.
A well-thought-out plan highlights the “it” factor for employers. It shows them you know your stuff,
AND you think strategically and know what it takes to get to a goal.
How you put together your plan will vary by whatever industry or career area you’re in, but all
jobs will have a basic structure you’ll follow when you start:
 an initial period of learning the specifics of the company—systems,
procedures, getting to know your team—that’s the first 30 days;
 a secondary period of getting your feet wet—getting more in-depth,
evaluating changes you’ll be making; and
 a “ready to run” period of implementing changes, initiating action plans, etc.
95

Customize your plan with the research you do on the company and its position in
the industry, since these plans are even more impressive the more you tailor it to
the job. Use Google, LinkedIn, and your recruiter to start finding essential
information for your plan. You might even consider doing a SWOT analysis
to help you.
When you come to your interview with a top-notch resume, a brag book that takes
a historical look at what you’ve been able to accomplish in the past, and a strategic
action plan for success in the future at this job, you’ll be on your way to a job offer
in no time.
96

Many candidates see the first interview as a get-to-know-you session. They want
to find out more about the job to see if they’re truly interested, and they want to
test the waters to see if the company is really serious about hiring them. So a
30/60/90-day plan might seem like too much work to do for just testing the waters,
and want to save it for the more-serious second interview—it’ll be something
new to bring that will “wow” them, and it will be easier to create once they know more
about what the hiring manager is looking for.
If you’re serious about your job search, get rid of that kind of thinking right now. In this economy,
your competition is pretty stiff for just about any job you’re going for. First interviews are another
place companies can weed out candidates to get a manageable number of serious contenders--
they use anything from inadequate answers to questionable interview behavior. You want to start
the process in as powerful a position as you can.
A 30/60/90-day plan will make you a 20%-30% stronger candidate. Because it takes some effort
to create one, it makes a powerful impression on the hiring manager that you’re the go-getter they
need on their team. And, discussing the plan results in a deeper, more detailed interview that
serves both parties better than a standard interview question-and-answer session.
Where do I find the essential information I need for my plan?
There are all kinds of resources online for you to tap into:
 Press releases
 LinkedIn
 Google groups
 Facebook
 Twitter
 Google the company (set up a Google Alert for up-to-date info)
 Ask your network
 Ask your recruiter
 Ask the person who referred you to the company
 Ask someone who used to work at the company
 Ask a current employee
They're all a part of job interview preparation you need anyway, and they can be tremendously
helpful for writing your plan.
The groups, the question-and-answer discussions, the company pages, the people pages,
andthe ability to reach out and contact actual people who canhelp you with what you need to
know are all parts of the very valuable LinkedIn whole.
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The first step for you is to establish a LinkedIn profile that stands out. Spend
some time on it, detailing your experience, crafting a compelling summary, and
posting a professional photo. Begin making contacts and connections, and join
groups that will be appropriate for your area. See previous section.
Once you’re in the groups, you can participate in discussions that both expand
your knowledge base and help you to become known to others in your field if you
make good comments). These become resources for your 30/60/90-day plan.
When you’re interested in particular companies, you can research company pages
(that are often more informative than corporate websites) and the personal pages of
people who work there or used to work there.
LinkedIn has a rich array of opportunities for you and your job search. If you’re not on LinkedIn yet,
get a profile today.
What if I can’t find any information anywhere?
If for some reason there’s a lack of information online (like maybe it’s a smaller company) and you can’t,
then that’s definitely a strong reason to do what you can and bring it into the interview anyway, since that’s
an excellent opportunity to ask the questions that will lead to a greater understanding of what it will take to
be successful in that job.
How do I decide whether to use one of the Sample Plans or the
Template?Is one better than the others?
Absolutely not. What plan you use depends on your job and your personality. Generally, more detailed
is better than less detailed, but it’s much more important that you customize it to the company you’re
interviewing with as much as you possibly can in terms of training programs, technology, software, data
systems, customers, clients, or functions. That shows that you’ve done your homework and you’re very
interested in THIS job, not just A job.
The reason we offer several sample plans plus the template is so that you can use the one that fits best
to your career opportunities. Or mesh the various styles into something that’s unique to you.
98

What if my job is not represented in the Sample Plans? Am I out of luck?
The sample plans are to give you guidance and options for creating a plan that
will work for you. They offer a variety of career areas as well as different styles
and structures so that you can see that you can adapt them as you see fit. The
template offers suggestions that won’t work for everyone, but that can be
adapted to any job in any career area.
Once you go through the training and you see the many different ways a good plan can come
together, you will feel very comfortable in creating a customized plan that will help you get the job!
When is the best time to introduce this plan in the interview?
The optimum time to present your 30/60/90 is during your face-to-face interview
(not the phone interview—it’s most effective in person), when the hiring manager
asks you something like:
 “How do you see yourself in this job?”
 “How do you think you would tackle this problem?”
 “How do you think you will be strategic in this job?”
 “Why do you think you’re a good fit for this job?”
 “How can you overcome this challenge?”
 “What will you do to educate yourself on this particular problem?”
 “How will you decide which accounts to go see first?” (if you’re in sales)
 “How will you decide which problems to prioritize?” (if you’re in a management or operations role)
 “How will you work to make sure you provide the creative pieces that will make you successful
in this role?” (if you’re in a creative position)
If your experience is a little light, and your skills are what got you the interview, focus on finding an
appropriate time to point out that you researched this position extensively, and your 30-60-90-day
plan is how you see yourself spending your time in the first 90 days of employment to bring yourself
up to speed. This is an especially good way to alleviate any doubts a hiring manager might have—
you’ve already answered the question of how you’ll transfer your skills into this job, and shown how
you’ll take ownership.
99

What if, during the interview conversation, I realize my plan isn’t quite complete,
or that it isn’t lining up exactly with what the hiring manager was looking for?
This is not unusual, and not a problem at all. One of the plan’s major advantages
is that it facilitates thoughtful and productive conversation during the interview.
The fact that you’ve put this much effort and thought into the job is already going
to be impressive.
As you go through your plan in the interview, take notes. What does the hiring manager
have to say about it? What new information are you getting? Then, simply go back and
refine your plan based on the conversation you had in the interview. Send it to the hiring
manager along with your thank you note with an explanation of the changes you’ve made
because of that input. That shows the hiring manager that you were paying attention.
Revising the plan to include new and better information continues the
conversation, setting you up for another one—like a second interview.
What if I prepare a plan, and the manager doesn’t ask about it?
It’s important to go into the interview knowing that the manager probably WON’T
ask about it, because a 30-60-90-day plan isn’t a normal expectation for the
interview. It’s above-and-beyond standard interview preparation, which is why it
makes you stand out as a top-notch candidate.
Knowing that, you should be on the lookout for lead-ins like “How do you see
yourself in this job?” That’s a natural. Other questions like “Why should we hire
you?” or even “Tell me about yourself” can provide an opportunity for you to
transition your answer to introducing your 30-60-90-day plan.
100

30/60/90 DAY ACTION PLAN FOR SUCCESS
Prepared by: Charley Nelson
Prepared for: Hiring Manager Smith of XYZ Company
Date: Month/Date/Year
101

30 DAY PLAN
 Attend and complete company training on sales strategy, processes, and products.
o Company Orientation 101” (whatever it’s called in that company).
• Get up to speed on company-specific software (if you can name this, do so).
 Learn company’s corporate systems – procedures for paperwork, reports, e-mail.
o (If you can, identify these systems by name.)
 Learn corporate project management system.
 Set up email, voicemail accounts.
 Organize office and projects.
 Orientation – meet management, co-workers, support departments (advertising, graphic design,
operations, etc.). Learn company culture.
 Meet with each individual team member to discover strengths, establish relationships.
 Meet with supervisor (insert name here) to prioritize what is expected of me, within
(insert a specified time frame here).
 Identify top goals to be achieved in first 3 months.
 Identify competitors, their offerings and strategies.
o (Identify a few primary competitors here and note that you will complete an in-depth
comparison and analysis of all competitors.)
 Identify and evaluate marketing strategy related to top opportunities:
o Top 10 clients and/or products currently. (What works?)
 (Try to use specific names here.)
o Top 10 products not marketed effectively.
 (In your pre-interview study of the company, you might notice weak spots that you
have ideas for shoring up.)
o Top 10 clients and/or products by potential.
 (What clients and/or products are ripe opportunities for this company?)
o Top bundling opportunities.
 Use the “80/20 Rule” as it defines products generating the most revenue.
 Use the “80/20 Rule” as it defines products with the greatest number of issues.
 Use the “80/20 Rule” as it defines products with the greatest potential for growth.
 Use a SWOT Analysis to evaluate company objectives and strategic product plans.
 Contact all current facilities, vendors, and distributors by letter or e-mail to introduce self.
 Visit as many product-relevant facilities as possible.
 Visit Top 10 Clients to get feedback and understand issues.
 Search for peers in this position to learn from (best practices).
 Find a mentor who is successful in this role and can pass on valuable
suggestions about best practices.
 Find a technical coach who can explain new technology.
 Report on progress to supervisor, and get feedback
102

60-DAY PLAN
• Continue any necessary company training.
• Meet with supervisor to prioritize projects.
• Develop/keep flowcharts of marketing plans.
• Build relationships with all clients.
• Review client satisfaction to identify biggest issues.
• Study to improve industry knowledge, product placement, and strategy.
o (Identify books you might read, or specific educational/training programs you might attend.)
• Visit all product-relevant facilities that I’m involved in.
• Initiate first market research study and analyze findings.
• Use 80/20 Rule to identify top revenue-generating activities.
o (Identify areas to apply more resources, based on the success of previously
identified activities.)
o (Re-evaluate activities that are not providing a necessary outcome and consider
eliminating them.)
• Continue to monitor weak spots in promotional campaigns to determine possible improvements.
• Compare and contrast marketing efforts with competitors to determine areas to improve.
• Continue to conduct market research to determine requirements for existing products.
• Continue analysis of customer research and current market conditions as they apply to my
promotional campaigns.
• Continue to study effectiveness of current marketing plans for top products.
• Develop appropriate marketing plans for top products by potential.
• Visit other departments within the organization to learn relationships.
• Develop a network within the organization.
• Build rapport with team members.
• Gain understanding of team members’ strengths and weaknesses.
• Identify someone who is exceptional at their job and ask to do “a day in the life” with them to
see what works.
• Use 80/20 Rule to begin evaluating time management.
• Organize daily schedule for optimum efficiency.
• Continue to practice my presentations.
• Plan attendance at relevant tradeshow/industry event.
o (Name specific events.)
• Join appropriate associations/organizations.
o (Name specific organizations.)
• Develop relationship with mentor.
• Discuss observations and/or plans with mentor.
• Continue to turn in paperwork and reports in a timely manner.
• Continue to dialog with supervisor for performance feedback
103

90-DAY PLAN
 Continue working with clients on product strategy. Be visible.
 Continue to study to improve marketing skills, product knowledge,
and strategy.
 Plan and implement customer relations programs to strengthen current
customer base.
 Develop appropriate campaigns to support new product launch.
 Work on brand positioning to get the most market exposure.
 Continue to monitor current product campaigns for optimum effectiveness.
 Continue to analyze competing products and services in terms of strengths and weaknesses.
 Begin using 80/20 Rule to evaluate suppliers and/or procedures.
 Begin using 80/20 Rule to evaluate staff performance (if in management).
 Continue to work efficiently and effectively to ensure optimum time management based on
previous evaluation using the 80/20 Rule.
 Fine-tune schedule.
 Focus on lower-priority products to discover undeveloped opportunities and build revenue.
 Come up with new and creative ways to get prospective clients’ attention in the field. Get input
from team and manager.
 Develop strategies for products and/or services in the pipeline.
 Participate in team meetings.
o (Seek out areas where you can provide unique skill sets or leadership that is useful to the
team.)
 Offer to take on any special projects for the team. Become the “go-to” person.
 Evaluate efficiency of current team meetings and suggest areas for improvement.
 Evaluate progress toward quarterly goals.
 Create checklists for routine duties.
 Evaluate current suppliers and/or vendors and choose necessary replacements.
 Establish long-term strategic plan for assigned clients.
 Evaluate company’s position in the market using a SWOT Analysis (Strengths, Weaknesses,
Obstacles, Threats).
 Based on information from the field, product management, and my own management, develop
strategies designed to defend against competitive threats, product issues or failures.
104

 Based on information gathered in the first 60 days, develop strategies
to improve efficiency.
 Based on information gathered in the first 60 days, develop strategies to
generate revenue.
 Study Best Practices within Marketing to develop and implement new ideas.
 Come up with new and creative ways to grow company presence in
the industry.
 Continue to dialog with mentor to develop strategy for growth.
 Review first 90 days with supervisor/manager to discuss performance.
 Establish long-term plan for growth.
105

30/60/90 DAY GOALS FOR SUCCESS
106

30-DAY GOALS
 Complete all company training (if possible, name training here).
 Learn as much as possible about corporate policies, and company culture through reading
company manuals and website.
 Gain as much technical knowledge as much as possible about equipment and techniques
through reading the company manuals and website.
 Learn database systems used by company (if possible, identify this by name here).
 Complete all paperwork and administrative items.
 Supplement any technical knowledge
 Identify key functions I’ll be responsible for.
 Identify key equipment I’ll be using and responsible for.
 Meet with supervisor to establish primary task responsibilities.
 Identify possible pitfalls in task completion.
 Establish relationships with lab techs and assistants (co-workers).
 Learn as much as possible about company culture by meeting with co-workers.
 Identify outside departments I will be interacting with.
 Meet with key contacts in coordinating departments.
 Establish network within company.
 Identify possibilities for a mentor in the lab.
 Attend all critical meetings and complete those items that are required.
 Meet with supervisor for feedback.
107

60-DAY GOALS
 Continue any necessary company training.
 Deepen technical understanding of equipment within the laboratory.
 Further understanding of processes and regulations in the lab.
 Continue to understand my role in the lab.
 Continue self-study of science and/or technology in wider field that affects my job.
 Continue to perform tasks in a timely manner.
 Learn from peers who are successful in this role.
 If possible, ask to job-shadow a top performer in this role for one day.
 Build relationships among co-workers.
 Establish myself as a resource or consultant with new employees.
 Build rapport with outside / coordinating departments.
 Use 80/20 Rule to evaluate time and task management.
 Review task performance in first 30 days and evaluate how to improve.
 Monitor problem areas with an eye toward making improvements.
 Organize daily schedule for optimum efficiency.
 If possible, streamline procedures for better efficiency.
 Meet with mentor within lab to discuss progress.
 Identify possibilities for mentors in management.
 Meet with supervisor for feedback.
 Work with supervisor to identify greatest challenges in the lab and discuss how I can help.
 Set goals for next 30 days.
108

90-DAY GOALS
 Cross-train on equipment in the laboratory.
 Continue self-education to continually improve.
 Look critically at my performance and how it can be better.
 Examine processes or equipment in other labs to evaluate potential for ours.
 Continue to offer guidance to new employees.
 Continue to offer my skill sets to co-workers if needed.
 Work efficiently and effectively to ensure optimum time management.
 Evaluate how I can better contribute to efficient equipment processes.
 Evaluate procedures involving outside departments to improve efficiency.
 Create checklists for routine tasks.
 Compare performance with peers to see where I can improve.
 Actively participate in team meetings—offer suggestions, and/or help.
 Offer to take on any special projects.
 Evaluate quality control.
 Study Best Practices within industry with an eye toward implementing them as an individual
or as a team.
 Evaluate progress toward meeting challenges established in previous month.
 Meet with mentor in lab to discuss areas for improvement.
 Meet with mentor within management to discuss areas for improvement and growth.
 Review first 90 days with supervisor for performance evaluation.
 Work with supervisor to set long-term goals.
109

30/60/90 DAY BUSINESS PLAN
110

FIRST 30 DAYS
 Education
o Product/ Services – Basics
 Attend company training
 (If you can name the training here, do so.)
 Learn from peers/team
 Set up individual meetings for one-on-one discussion
 Continue home study of products and services
 Read company manual
 Read promotional materials
o Orientation
 Meet management, team members, support departments
 Visit heads of support departments, or whoever your counterpart
in that department is that you’ll work with
 Learn company culture
 Learn company policies and procedures
 (If you can name particular company systems here, do so.)
 Study budget, inventory, supplies
 (If you can name the specific data systems, do so.)
 Meet vendors and/or customers
 Organization
 Organize office
 Set up communication/data network
 Phones – set up voicemail
 Computer accounts – set up email account
 Business cards – have them printed
 Have all appropriate HR paperwork turned in
111

 Research
 Do a SWOT Analysis (Strengths, Weaknesses,
Opportunities, Threats) to inform strategic
planning
 Identify company’s biggest competitors and
compare/contrast your company with them to
identify areas for improvement or opportunities
for growth
 Conduct informational meetings with department heads
 Identify top organizational issues
 Research possible solutions
 Use 80/20 Rule to prioritize organizational issues and solutions
 Identify key levers for success
 Goals and Objectives
 Find a mentor who is successful in this role and can pass on
suggestions
 Meet with supervisor to establish expectations and review
requirements
 Develop appropriate action plans based on training and review
of organization
 Establish monthly and quarterly goals
112

FIRST 60 DAYS
 Build Relationships
o Build rapport with company
 Review department satisfaction and address issues
 Continue to dialog with team members for continual improvements in
relationships and productivity
 Visit other departments to determine tasks/relationships
 Develop a network within the organization
 Take note of shipment, production, product issues
 Follow through on commitments
 Establish myself as a resource and consultant
o Meet primary customer base
o Attend and participate in committee meetings and functions
• Offer input and support
 Be a good team member
 Review Budget
o Identify inventory and supply issues
 Establish procedures for addressing issues
 Follow through on commitments
o Examine daily operational cost-controls
o Begin evaluating cost-efficiency of vendors / suppliers
• Identify areas to upgrade or improve
o Begin research on long-term goals
 Education
o Continue any necessary company training
o Continue to study to improve product knowledge
o Continue study of operations, rules and procedures
o Study Best Practices within the industry
o Read books on business management
o Join trade associations and attend meetings
113

 Research
o Use 80/20 Rule to identify top revenue-generating activities
o Use data to identify most efficient procedures
o Use data to identify least efficient procedures
o Streamline procedures for better efficiency
o Use 80/20 Rule to begin evaluating time and task management
 Organize daily schedule for optimum efficiency
o Begin to implement organizational solutions
• Review
o Continue to turn in paperwork / reports in a timely manner
o Discuss observations and/or plans with mentor
o Evaluate progress and performance with supervisor
o Evaluate and refine strategies
o Consider feedback from manager and team to refine goals
o Work with supervisor to develop plan for priorities
114

FIRST 90 DAYS
 Grow and Maintain Relationships
o Continue working with current customer base
o Continue dialog with other departments within the organization
 Develop ongoing smooth working relationship
o Begin Team Development practices (if in management)
 Identify areas for improvement:
 Computer Skills / Software Training
 Time Management
 Communication Skills
 Cohesive Unit Building
 Implement training
 Evaluate progress
 Implement Procedures to Address Company Issues
o Based on previous evaluations of procedures, develop strategies for improvement
o Set clear expectations
 Provide complete and up-to-date information
 Follow through on appointments and commitments
o Obtain feedback on new procedures
o Offer solutions
o Keep commitments
 Increase Productivity
o Evaluate group or team using a SWOT Analysis (Strengths, Weaknesses,
Opportunities, Threats)
o Evaluate progress toward quarterly goal
o Compare your department’s or group’s performance with others at the same level
 Evaluate performance
 Identify new procedures or plans to improve performance
 Implement new ideas
o Use 80/20 Rule to evaluate staff performance (if in management)
o Create checklists for routine duties
o Work efficiently and effectively to ensure optimum time management
 Fine-tune schedule
o Take any opportunities for additional training or education
o Brainstorm with team/manager for ways to encourage creativity and teamwork
 Review
o Compare day-to-day activities with Best Practices within industry
 Make necessary adjustments based on findings
o Meet with mentor to discuss observations and progress
o Meet with manager for feedback on performance
o Establish short- term priorities
o Establish long-term goals
115

Top 100 Surgical
Device
Companies
*Click on the company name to access
The company's Website.
*Click on Careers to apply for Jobs
117

1 3M Co. 7 Allergan Inc.
2 Abbott Laboratories 8 AMS Holdings Inc
3 Agfa-Gevaert NV 9 Amplifon SpA
4 Alcon Inc. 10 Analogic Corp.
5 Alere Inc. 11 Ansell Ltd.
6 Align Technology Inc. 12 ArthroCare Corp.
CAREERS CAREERS
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Million Dollar Surgical Device Jobs
118

13 B. Braun Melsungen AG 19 bioMérieux SA
14 Barco NV 20 Biomet Inc.
15 Baxter International Inc. 21 Boston Scientific Corp.
16 Bayer AG 22 C. R. Bard Inc.
17 Beckman Coulter Inc. 23 Cantel Medical Corp.
18 Becton, Dickinson and Co. 24 Cardinal Health Inc.
CAREERS
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119

25 Carestream Health Inc. 31 Danaher Corp.
26 Carl Zeiss Meditec AG 32 Dentsply International
27 Cochlear Ltd. 33 Drägerwerk AG & Co.
28 Coloplast A/S 34 Edwards Lifesciences
29 Conmed Corp. 35 Elekta AB
30 Covidien Plc. 36 Fresenius Medical Care
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120

37 Fukuda Denshi Co. Ltd. 43 Haemonetics Corp.
38 General Electric Co. 44 Hill-Rom Holdings Inc
39 Gen-Probe Inc. 45 Hitachi Medical Corp.
40 Getinge AB 46 Hologic Inc.
41 GN Store Nord A/S 47 Horiba Ltd.
42 Greatbatch Inc. 48 Hospira Inc.
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121

49 ICU Medical Inc. 55 Kimberly-Clark Corp.
50 Immucor Inc. 56 Kinetic Concepts Inc.
51 Integra LifeSciences 57 Konica Minolta
52 Intuitive Surgical Inc. 58 Koninklijke Philips
53 Invacare Corp. 59 Masimo Corp.
54 Johnson & Johnson 60 Medical Action
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122

61 Medtronic Inc. 67 Nobel Biocare Holding
62 Merit Medical Systems 68 NuVasive Inc.
63 Mindray Medical 69 Olympus Corp.
64 Nihon Kohden Corp. 70 Omron Corp.
65 Nikkiso Co. Ltd. 71 Orthofix International NV
66 Nipro Corp. 72 Paul Hartmann AG
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123

73 ResMed Inc. 79 SonoSite Inc.
74 Roche Diagnostics 80 Sonova Holding AG
75 Siemens AG 81 Sorin SpA
76 Sirona Dental Systems 82 St. Jude Medical Inc
77 Smith & Nephew Plc 83 Steris Corp.
78 Smiths Group Plc. 84 Straumann Holding AG
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124

85 Stryker Corp. 91 The Cooper Companies
86 Symmetry Medical Inc. 92 Thoratec Corp.
87 Synthes Inc. 93 Topcon Corp.
88 Sysmex Corp. 94 Toshiba Corp.
89 Teleflex Inc. 95 Varian Medical Systems
90 Terumo Corp. 96 Volcano Corp.
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125

97 William Demant Holding 99 Zimmer Holdings Inc.
98 Wright Medical Group 100 Zoll Medical Corp.
CAREERS CAREERS
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126

FAST TRACK EXPERT
Publishing
127

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