The spine market stalled in the greater Seattle region, unable to surpass $900,000 in annual revenue. The company needed a specialist to reignite the market, build new surgeon relationships, and position the product as a market-leading alternative to traditional approaches. The extremely meticulous and challenging procedure hampered adoption from spine surgeons. This required thorough training, extensive surgical support, and consultative services to garner adoption. Current consultants could not adequately provide these services.

Trained as a subject matter expert, earning a perfect score on the four-hour cadaveric practical exam. Identified surgeon leaders in Seattle who wanted to offer patients the most advanced non-invasive treatment options. Took actions to forge relationships with the surgeons and account executives in multiple tier-one accounts.

Successfully established the proprietary procedure by cannibalizing competitive market share. Expanded the $900,000 market to $5.3 million within two years, rapidly positioning the company as a new market leader.

The fastest-growing spine company though not as well-known as its competitors wanted to establish and grow within an incredibly saturated, competitive market in the Seattle region. Debilitated by a one-year non-compete agreement, could not leverage pre-existing surgeon relationships to convert business.

Identified competitive accounts that fell outside the noncompete. Established new professional consulting relationships with spine surgeons recognized as thought leaders and market differentiators. Built rapport to streamline introductions to key account executives and decision makers in competitive accounts. This led to approval for use of new, market disruptive technologies in contracted competitive accounts. Delivered best-in-class surgical consulting services to ensure reproducible, improved clinical outcomes. Leveraged the success to approach other surgeons and deliberately cannibalize competitive business.

Aggressively built a $4.2 million market in less than two years.

The company sought to expand its market and cultivate a culture of excellence in the Pacific Northwest with zero pre-existing market revenue. Transitioned into the energy efficiency market with no experience in the energy sector, manufacturing, or competitive technologies. Lacked any background in recruiting, hiring, and running sales and operational organizations.

Promptly learned the product, technical specifications, sales approaches, and operational protocols. Established key mentorship relationships with a national developer and experts in the field. Assumed the primary sales executive role and COO to secure high closing rates and achieve weekly sales revenue goals. Built an internal sales pipeline. Mentored, trained, and developed the sales team. Worked 15 hours a day, six days a week to create a culture of excellence.

The diligence and determination resulted in breaking all national records for a new market launch. Shattered the first-year market revenue benchmark with over $5 million in sales against a $1.2 million quota.

Tasked with establishing immediate market share in the great Seattle area despite lack of experience in the market, industry, or technologies.

Immediately learned the business, products, and market. Scheduled three to four closings a day for six or seven days out of a week. Instituted and directed a sales training program to develop additional sales reps.

Generated $2.6 million in personal sales in year one, coming in at 420% to plan.

Assigned to cover two tier-one accounts historically stagnant in growth, resistant to change, and unresponsive to former company representatives. Selected to expand capital pipelines and total robotic programs post-sale. Both accounts held a negative perception of the product and company due to previous sub-par representation and insufficient training that led to adverse clinical outcomes, degradation of surgical efficiencies, substandard operative experience, and higher total cost of surgical care.

Took purposeful steps to positively influence the pre-existing negative connotation around the surgical robotic intervention across all surgical specialties by engaging and meeting with key executives. Aligned solutions to prospect c-suite priorities while retraining and persuading robotic surgeon champions to reinvest in robotic adoption and surgical implementation. Devised and introduced an advanced robotic training syllabus for surgeons and HCPs to improve robotic procedures, efficiencies, and outcomes.

The effort led to a dramatic paradigm shift on the value and culture of robotic surgical intervention, which yielded a boost in clinical demand and utilization resulting in an additional $8 million in new capital purchases in 14 months.

Required to expand the robotic market presence and improve operational efficiencies within two unfavorable tier-one accounts. Needed to reverse the negative perception of the value of robotics in improving clinical outcomes and total cost of care.

Isolated and identified key opinion leaders and robotic surgeon champions in both accounts. Participated in deep discovery activities to uncover why each surgeon either adopted robotics and stalled or quit or never adopted the technology at all. Aligned the robotics, training resources, and personal clinical expertise to customize a solution. Provided the surgeons with a personalized algorithm for success. Single-handedly solved a tremendous gap in the accounts’ abilities to meet surgeon demand to access robotic technology by working with hospital administration to implement and manage a transparent robotic OR.

Transformed the two accounts driving market share and a 200% increase in surgical volume by training three new robotic surgeons and retraining ten stalled surgeons in six months.