2. What’s important to me in my career..
1) Serving patients, families, and customers with
compassion and caring.
2) Using a consultative approach to meet the needs of
my customers.
3) Working internally with my clinical &
administrative counterparts to put clinicians,
patients, and families in best position to succeed.
4) Advocating for the right care, in the right place, at
the right time.
5) Moving the needle and growing each day.
3. Transitional Skills
Skills Transitional Industries
Territory Management
Territory Development
Sales Training
Market Evaluation/Analysis
Presentation Skills
Questioning for qualification/growth
Marketing Plan implemenation
Objection Prevention/Handling
Product Knowledge
Physician, LTC, acute care relationships
Unwavering success
Hospice
Home Health
DME
Medical Device
Pharmaceutical
Recruiting/Staffing
Philanthropy
Development
Product
Service
7. Success at Seasons Hospice
(2012-2016)
Top 15% in nation
Increase census from 40 to 80 patients in
Howard/Carroll market
Top 2% in Post-Acute business and growth
Gained knowledge of acute and post acute markets
through Baltimore Metro Areas
Regional mentor and field trainer to other Hospice
Care Consultants.
Ability to identfy and create value for each customer
type.
8. Hospice of the Chesapeake
(Current)
Responsible for growth and census of 450+ hospice
organization.
Provide coaching, leadership, and accountability to 5 Account
Executives
Developed and maintained “Culture of Growth”
Month to Month growth of ADC and referral conversion rate
Develop SOP’s in order to eliminate bottlenecks in referral
and admission process
Develop and incorporate development and sales training
modules
Internal and External clinical and non clinical presenter and
trainer
9. How are we going to get there?
1)Right Customer
2)Right Time
3)Right Message
10. Right Customer
Laser focused marketing plans with
detailed action steps
A balanced mix of acute and post acute
providers
Choosing strategic targets based on
quantified account potential
11. Right Time
Weekly strategy meetings to hold business
development accountable to goals
Territory realignment to ensure efficiency
and timeliness to customers
Creation of top 30 account list for call cycle
planning and implementation
Minimum expectation of 5 accounts and 10
referral sources per day
12. Right Message
Formal sales training focused on pre call and post
call planning – “moving the needle”
Customer and segment specific training on value
proposition
Monthly educational and customer focused
workshops
A culture of growth and advocacy toward the voice of
the customer
13. 90 Day Plan
1) 0-30 days
1) Focus on building internal relationship with clinical and
administrative counterparts.
2) Understand the organization differentiators, competition,
partnerships, and expectations.
3) Analyze the CRM, discuss business with liaisons to start
creating formal plans.
4) Begin developing marketing plan based on the target
accounts after thorough discussion with team and regional
report.
5) Begin building rapport with external and internal customers.
15. 90 Day Plan
1) 30-60 days
1) Create call cycle focused on the right customers.
2) Identify account stage (Infancy, Aldolescent, Expert).
3) Create and implement questioning strategy to understand
the needs and voice of the customer.
4) Develop list of top target accounts, pipeline accounts, and
developmental accounts. (A,B,C)
5) Reintroduce or meet key players and referral sources.
6) Secure existing relationships.
7) Create profiles on individual preferences of each account and
how we can best serve the customer.
16. 90 Day Plan
1) 60-90 Days
1) Completion of account profiles and expectations of
customers.
2) Up and running on call cycle and meeting account frequency
expectations.
3) Exceeding the expectation of clinical knowledge and
leveraging value proposition with a customer.
4) Able to effectively communicate the types of patients that
could benefit from our services and how it benefits our
individual referral sources.
