This is my answer: My responsibility is to protect both the patient and the company. I always lead with respect for the physician’s clinical judgment, and I acknowledge that they have a deeper understanding of their patient’s specific case. That said, if the proposed use is off-label, I make it clear that I cannot support or be present for the procedure in the OR/Lab. I explain the potential implications for patient safety, liability, and future outcomes. I also offer to connect them with other physicians who may have faced similar situations, so they can have a peer-to-peer discussion. My goal is to stay collaborative and supportive—while always staying compliant.

I went to a networking event yesterday and as I was speaking with some reps they recommended I have a business plan/territory plan when going into interviews. Is this something that the program helps out with?

After many weeks of messaging recruiters and sales reps, I finally got an email today from a recruiter to schedule a phone screening! My screening is scheduled for Thursday the 22nd. I have written down and am practicing some questions. Any other advice? Or questions to prepare for?

I had the most pleasant conversation with a hiring manager this week. He called me to let me know I did not get the job. What, that actually happens! I couldn't believe it! He said it was down to myself and another candidate. The other candidate just had more years of experience with president's club wins behind them and that was the only reason they chose them over me. He complemented me on my interview and said I blew it out of the park. We are staying in touch because they are growing territories (it is a start-up) and he wants to keep me in mind when other positions become available. Remember to always keep following up with your contacts! This conversation was a reminder that there are actual "humans" in the world who will treat you with the respect you deserve. Especially, when you treat them the same way.

Hi everyone, I recently interviewed for a Territory Manager role with a larger company, and I walked away with more questions than answers. Some of the questions caught me off guard, and I’d really appreciate advice on how to better prepare and respond next time. 1. Addressing Reservations: The hiring manager expressed hesitation due to my lack of experience in a quota-bearing role. How should I reframe my value in this situation—and more importantly, how do I close effectively after addressing the concern? 2. Tracking Metrics in 1099 Work:They asked if I tracked metrics in my private practice (1099 work), whether I had a self-imposed quota, how I measured it, and what growth I projected and how I determined that. I’ve never been in a traditional sales role with formal quotas—my income was my metric. While I do use spreadsheets and a CRM to track business, I wasn’t sure how to speak to forecasting or defining growth goals from a financial perspective. Can anyone shed light on how to approach this without guessing? 3. Situational Question – Double-Booked Accounts:They asked: You’re double-booked. One case is with a long-term account providing over 50% of your business. The other is a new account you’ve been working on for a while and finally got a shot. No one else can cover either. What do you do? I’d love to hear how others would handle this and articulate their thought process. 4. Breaking into a New Account with No Contacts:Another question: You’re assigned a new account with zero existing contacts, and no one on the team has access either. What’s your plan to get in the door? I’d love to hear step-by-step strategies or examples others have used. 5. Level of Mentorship Expected in New Roles:Lastly, I left the interview feeling like the hiring manager wanted someone fully plug-and-play, with zero need for guidance. She said my clinical background "didn’t really matter" because she could teach that part easily. It seemed like niche-specific experience outweighed everything else. My question is: Is this expectation typical? I believe even experienced reps need some level of mentorship when entering a new company. How do you reframe the value of clinical and transferable experience in a way that doesn’t come across as needing "hand-holding"?