860.324.4087 tiffanyray11@yahoo.com
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Tiffany Ray’s Brag Book

Award-winning Territory Sales Manager with a demonstrated history of success in the medical device industry.

30-60-90 Day Strategic Plan

30 Days:

  • Learn the products, studies, and competition inside and out
  • Attend some cases
  • Build a strong relationship with my clinical and teammates
  • Understand each customer’s needs and expectations and address any concerns right away
  • Have at least 2 lab days under my belt
  • Deepen established physician relationships. For example:
    • The four northern UCHealth hospitals use Bard IVC filters (Denali). I was told they trialed Argon years ago and had issues with ours breaking off. Followed up with an Argon rep who said ours never breaks off. So, they either haven’t trialed or it’s been a very long time. If anyone can break in there, it’s me 🙂
    • Porter and Parker- said they are using Bard (Denali) and the physicians seem to be happy but are always open for lunch to discuss ours.
  • Develop relationships with key physicians, clients, and decision-makers in every account
  • Develop a strategic plan for each IDN/account based on what I learn from my teammates, manager, data analytics, current customers, and my knowledge/relationships:
    Identify low-hanging fruit. For example:
    • St Mary’s Hospital uses our option Elite and LOVE it! Said they exclusively use ours in IR, but the vascular surgeons, who were fresh out of residency when they started, still use Cook. The tech made them use ours when Cook was on backorder and said they had no complaints. Sounds like great low-hanging fruit for additional dollars!
  • Create a strategy for managing and growing the business with current customers
  • Develop weekly and monthly personal objectives that will impact the ability to exceed forecast objectives
  • Touch base with Hugh at the end of 30 days to make sure I am on track to meet short- and long-term objectives and am exceeding his expectations

60 Days:

  • Continue gaining more in-depth knowledge of products, sales territory, and competition
  • Understand the politics and organizational structure in each account/call point
  • Attend some cases
  • Plan key physician/customer entertainment events
  • Deepen established physician/clinician relationships
  • Develop new relationships with key physicians, clients, and decision-makers in every account
  • Prospect for new business in my territory through the strategic territory plan
  • Fine-tune the strategic plan as I learn more about the products, territory, opportunities, etc
  • Touch base with Hugh at the end of 60 days to make sure I am on track to meet short- and long-term objectives and am exceeding his expectations

90 Days:

  • Continue gaining more in-depth knowledge of products, sales territory, and competition
  • Attend some cases
  • Prospect for new business in my territory through the strategic territory plan
  • Deepen established physician relationships
  • Develop relationships with key physicians, clients, and decision-makers in every account
  • Leverage relationships with key reps outside of Argon with similar call points
  • Fine-tune the strategic plan as I learn more about the products, territory, opportunities, etc
  • Touch base with Hugh at the end of 90 days to make sure I am on track to meet short- and long-term objectives and am exceeding his expectations