Medical device sales interview questions, from the field ride to the roleplay

I like selling something people can see working. In device sales you're often there when it's used, the feedback from surgeons and staff is immediate, and the sale involves the whole hospital, not just one prescriber. I sell lab equipment now, and the part I enjoy most is training the users after the sale. That's a big part of this job.

Honestly, I haven't been in a live procedure yet. I've watched procedure videos for this device family, and I spent a day in a hospital on my field ride, which I enjoyed. I understand the rep is there to support the team with the device, know where they can and can't stand, and follow the hospital's rules. I'd want to learn from an experienced rep before supporting a case alone.

What surprised me was how much of the day was waiting and building relationships with the nursing staff, rather than talking to surgeons. I think I'd do well at that part, because I'm patient and I remember people. It left me with a question: how do your reps balance case coverage with time for new accounts?

I'd start by respecting it: if they've used it for years, there's a reason. I'd ask what they'd change about the procedure if they could, and listen for something our device helps with. If there's a fit, I'd suggest an evaluation on a few cases with success measures agreed up front, with me there to support. I'd rather earn one evaluation than push for a switch.

First I'd ask what the committee needs to see, because that tells me what evidence to bring. Then I'd move from the unit price to the cost of the whole case: time in the room, reprocessing or waste, whatever our evidence actually supports. And I'd propose a time-limited trial with measures they agree to in advance, so the decision rests on their own results.

It usually starts with a clinical champion, often a surgeon who wants to use it. The OR staff care about how it fits their workflow. Supply chain or purchasing look at price and contracts, and a value analysis committee often reviews new products against cost and evidence. I'd make sure the champion's enthusiasm was backed early by what the committee and purchasing need, so the deal doesn't stall at the end.

I'm comfortable with it, and I've thought about what it means. I'd keep admin and planning flexible so a moved case doesn't wreck my week, and I'd keep my calendar visible to my manager. I'd also want to know how the team shares coverage, so I can support colleagues when it's their turn.

When I joined my current company, I had to learn a lab analyzer with dozens of configurations. I focused on the five setups most customers bought, learned those properly, and asked an engineer to quiz me every week. Within two months I was running customer training without support, and I wrote a one-page guide the team still uses.

They know the room far better than I do, so I'd start by asking how they like reps to work with them. Then I'd make their job easier: clear in-service training, help with setup where I'm allowed, and quick answers to questions. If they trust me, the surgeon hears good things about the device from people they rely on.

During a busy installation, I gave a lab manager a configuration detail from memory, and it was wrong. I realized an hour later, called her right away, corrected it and sent the right documentation. She thanked me for catching it. Since then I don't answer technical questions from memory when it matters. I check, even if it means saying "let me confirm that."

I'd start with the data I'm given and a conversation with my manager: which accounts are growing, where we already have a champion, and where a contract renewal is coming up. I'd protect existing accounts first, because losing one is expensive, then put my new-business time into a few accounts with a clear reason to change. I'd review the list every month.

Before I talk about it, can I ask how you're doing this procedure today and what slows you down? ... So closure takes longer than you'd like on thicker tissue. From the brief, this device is designed for more consistent closure, and I'd rather bring you the clinical data than paraphrase it. Would you be open to evaluating it on a few cases next month, with me there for the first one?

Because the hardest parts of this job are things I already do: managing a territory on my own, selling to technical buyers who are short on time, and training users after the sale. The clinical knowledge is what I'd need to build, and I've started with an anatomy course for this specialty and your procedure videos. I'd rather show you how fast I learn than tell you.