A sales opportunity presented itself in the Connecticut territory in the form of a state hospital that was using a generic competitor's product exclusively. The company did not have a representative assigned to this territory, and the opportunity could have easily slipped away.

However, personally stepped up, took ownership of the project, and sold the account by visiting the state hospital every Thursday for almost two months. During these visits, set up a timetable to switch the patients from the generic medication to the new product. In addition, set up a speaker program and brought in the company’s internal team to explain the services, answer every question and concern, and eventually close the deal.

Through these efforts, 33 of hospital’s 66 patients were switched immediately, putting the region in the lead for first quarter sales for the first time. In addition, the first-hand knowledge gained through this experience helped representatives close similar deals in New York because they had an understanding of the potential pitfalls and objections that they would encounter.

Due to the substandard service that a previous representative had provided, two major chain stores in the territory, CVS and Brooks, had a negative perception of the company. Owed both stores a considerable amount of money and replacement products from a quantity of outdated goods. Given the job of personally selling these two store chains on the company’s new rebate program. To regain trust, had to prove ability to remedy past wrongs.

To this end, went to both chains’ warehouses at six o’clock in the morning on several occasions and counted pills, filled out forms, and ensured the stores received every penny owed to them. It took several trips to both warehouses to accomplish these tasks.

Not only were the stores very pleased with the amount of money that returned to them, but they also understood and trusted my personal commitment to serving them. Subsequently developed excellent relationships with both buyers, which helped preserve sales of the company’s branded product worth millions of dollars.

The company was introducing a novel program. For the program to be successful, had to be willing to dedicate the long hours necessary to plan and prepare adequately.

After much effort, successfully designed Consulting Network, which involved securing the most influential physicians available to discuss the company’s marketing messages, provide feedback, discuss the company, and offer information on managed care.

Although these were strictly marketing programs, sales increased substantially after flawless execution. Specifically, with the network in place, customers felt like partners with the company, and viewed the company as a professional organization that provided resources and information not available from other companies.

Dr. Kelly Martin, the Medical Director of a mental health clinic and a professor of medicine, published a book on the treatment of schizophrenia. The book dealt with, among other things, remarkable experience in using a new product with treatment-resistant patients. One of the published findings detailed how patients who were also substance abusers did remarkably well. This finding, although remarkable, was considered "off label," and representatives were not allowed to discuss it with physicians, which hindered efforts to expand the product’s use.

Instead, arranged for physicians who were interested in the topic to speak with Dr. Martin via telephone. Made these arrangements for colleagues throughout the country, coordinating the calls with Dr. Martin's schedule, which required considerable organization.

Through these telephone calls, very important findings were shared with the medical community, and the company was able to remain in compliance with government regulations. In addition, was personally recognized in the acknowledgment section of Dr. Martin’s book for having "graciously provided information and resources that resulted in improved patient care."

As a district manager, assumed leadership of the worst performing district/region in the company in March 2005. Began to bring about change by first analyzing the situation from a personnel standpoint, budgetary standpoint, and market standpoint. Next, worked to gain the trust of the group by communicating a personal commitment to the team and a willingness to help. In addition, got to know all of the team members, helping them analyze geographies and identify opportunities.

After thoroughly accessing the team and getting to know all the individual members, decided that three of the team members had to be let go because they were not working their territory properly and were falsifying expenses and call reports. Finally, hired and trained three highly skilled and motivated performers to take their places.

With these changes in place, and in a little more than one year later, the Northeast Region went from last place to first in sales in the country.

A Connecticut clinic wanted to use a new product, for 38 of its severe schizophrenic patients. However, the local pharmacist, who serviced the clinic, was unwilling to make the switch from generic to brand name because it would adversely affect his profit margin, decreasing it from 57% to 12%.

The representative who had sold to the clinic asked for assistance. First, informed the clinic of the potential problem, and then located a pharmacy that was willing to comply with the clinic’s wishes and dispense as requested. Finally, informed the original pharmacist of the competitor, and he agreed to supply the product once he realized that his entire business relationship with the clinic was in jeopardy.

With this understanding, the representative completed the sale, which vaulted him to the number three spot in the nation in sales for the quarter. In addition, this sale put the region in the lead for sales in the second quarter of 2006 and generated $100K in new revenue for the company.

Became first product to personally launch as the new district manager. However, had no prior experience selling in the market or in working with this type of customer. To be successful, needed to learn the market and the product and then teach it to two districts that also had no experience in this arena.

To this end, spent the entire Christmas vacation preparing for a two-day training program. In addition obtained a videotaped lecture by a well-known thought leader; played it repeatedly until a level of comfort was reached with the disease state, the terminology, and the market. Finally, took copious notes and immersed myself in the information. Then imparted it to the representatives in the two-day training program.

Through these tireless efforts, new product outpaced all expectations. The company’s original goal was to garner 30% of the market in 30 months, but instead it gained 60% of the market in six months, generating approximately $400M revenue.

As a district manager, invited to be guest trainer for a weeklong training seminar for new hires. However, no format was provided as the invitees were expected to devise their own method of teaching.

In response, designed a program to increase the representatives' confidence in delivering sales messages as well as expand their scientific knowledge. This program allowed them to converse more effectively with physicians who often conversed at higher scientific levels.

All the attendees gave the training superior evaluations; some even it ranked above the highest level available. This teaching method and philosophy was then adopted at the regional level. By integrating the science and the marketing aspects of pharmaceutical promotion, customers perceived the representatives as professionals and as information resources.

The company was contemplating starting a coupon program to offer rebates to patients who began using company products. Volunteered to be the point person on this project. However, there were already several vendors in the marketplace that were pitching their rebate programs as the best available.

In response, worked with the vendors and gained an understanding of how their programs worked. Provided feedback to the regional director, fellow managers, and the operations executive. Together, analyzed the positives and negatives of each program during a three-to-four month period.

After a tremendous amount of discussion and market analysis, selected a vendor and negotiated a deal. The program helped drive short-term sales growth after a product launch. However, after careful cost-benefit analysis, the company decided to discontinue the program because long-term benefits were not being realized.

The company was launching a new treatment for severely ill schizophrenic patients. A new drug was perceived as an “untested" option. Furthermore, it had a side-effect profile that caused some concern in the psychiatric community. State governments, which were the primary customers, were uncertain about adding it to their formularies due to its high cost.

To ensure the product’s success, called on every conceivable member of the market, including doctors, caregivers, decision-makers, and patient advocacy groups and their attorneys to explain the efficacy and manageability of the drug’s side effects.

With these sales efforts, it became a $400M drug for the company at a time when it was most needed.