The Clinical Sales Director (CSD) will manage a team of Clinical Sales Managers (CSM), Account Managers (AM)) who are responsible for increasing clinical utilization of the xvision surgery programs, training new and existing users, and for conducting the basic system training of hospital surgical teams and distributor partners. Under the direction of the Senior Vice President of Sales (SVP), CSD will hire, train, develop, and ensure the CSM/AM’s are successful at the key steps to increasing clinical utilization, successful installation of xvision systems, developing strong relationships with the surgical team members and distributor partners, and effective training of surgical team members and distributor partners. Further, the CSD will collaborate with MedEd to further develop and improve basic, advanced, and fellowship training programs and opportunities. The CSD reports to the SVP within a defined region.
Maximize xvision Procedures/Revenue. A primary objective for the CSD is to increase clinical utilization of installed xvision systems as measured by total procedure volume and disposable sales. Working with SVP to develop overall sales targets for the territory. Convert these territory sales targets into specific targets for each CSM. Implement sales management techniques to ensure that sales performance targets are achieved on a consistent basis.
Develop and Train the Clinical Sales Organization. Additionally, the CSD is to continuously improve the structure, competence, and direction of the clinical sales organization. This includes but is not limited to resident and fellow education, advanced training for both surgeons, staff and clinical sales personnel, and management development within the CSM team.
Create a territory sales and marketing plan. Working with the SVP, develop a formal sales/marketing plan for each CSM territory that determines the best methods to maximize xvision utilization along with the specific plan to achieve this result. The plan needs to include all surgeons with assigned headsets, promote certain targeted procedures, and describe challenges and responses unique to each territory. Territory marketing programs should consist of market development events including but not limited to referring physician education, advanced training & partnering with hospital marketing initiatives.
Build a territory-specific Distributor Plan. Develop an individual plan for each territory based on specific needs. Specific distributor engagement, training, and a plan for autonomy to be developed alongside the CSM for that region.
Build the sales team. Within the first 30 days, develop a detailed hiring plan with the SVP and CSMs that ensures the full team of CSMs, AMs, Finance and HR are on board as planned, within budget. Work closely with the Training Department through the initial xvision Training Course to ensure that new hires are successfully achieving clinical mastery goals and integrating into our culture.
Establish and implement CSM development program. During the first 30 days, meet continually with each CSM to review historical performance, trends and determine current skills and ability to meet the assigned sales objectives. Create personal development plans for each CSM to ensure each CSM is capable of achieving his/her objectives within a measured timeframe. Develop a proactive training and development program using the training plan as a guide. As part of this, work with each CSM to ensure they have subject matter expertise on required xvision applications, as well as skill in coaching and developing their people.
Surgeon Team Assessment, Selection, and Training. Assist CSMs in facilitating an effective and smooth transition for each new account from the ASM who sold the system to the AM territory who now owns the account.
Implement a clinical sales management performance tracking system. Quickly develop a leadership approach that ensures constant awareness of each CSM’s ongoing performance. Utilize management tools to track procedure and sales markers. Speak with each CSM at least twice weekly to review the status of their accounts, personnel, resolve issues, and track performance to the sales plan. On a monthly basis, travel with each CSM and selected AMs by visiting accounts to assess performance, identify training needs, and to nurture surgical team relationships. Assist in rapidly developing performance improvement programs to correct performance issues. Be ready to offer instant corrective action and advice. Initiate and oversee a weekly critical issues program within the CSM team to proactively identify and address potential challenges before they escalate. By continuously resolving these issues, the goal is to minimize their impact and reduce the need for reactive measures. Address underlying problems with process improvement, additional training, and field coaching.