Career Transition Guide for Military Veterans to Medical Sales

Have you found yourself on the job market for the first time after leaving the military, unsure how to navigate the search? This guide uses FloodGate’s medical device recruiting and career coaching experience to offer a career transition plan designed for veterans looking to break into medical sales: shape the position you want, market yourself, work your network and your recruiters, evaluate what comes back, and handle the interview and the offer.

Phase 1: Pre-search

Crafting your ideal position

Make a comprehensive list of the characteristics that would be present in your dream job. Thoroughly identify the ingredients of your ideal position: compensation, geography, work/life balance, flexibility, opportunity for leadership, upward mobility, equity and so on. This list will likely evolve over time, so give yourself some latitude to account for future personal changes (kids’ schools, spouse’s employment, etc.). Think beyond day one: while it's important to have a threshold for total compensation, consider your long-range goals. Some opportunities may call for a short-term sacrifice with a substantial upside over time.

Some examples of criteria:

Now assign a weight to each characteristic based on its importance to you. A 10 is non-negotiable; a 1 or 2 reflects that it isn't critical. For example: accelerated growth company, 8; clear pathway for upward mobility, 6; powerhouse leadership team, 9; total compensation north of $150K, 10.

Keep this scorecard at hand. You'll use it to compare new opportunities against each other, and to see how your current situation competes against them.

Next, write a one-paragraph summary of your perfect position. For example: “My ideal position would be a Sales Rep role with a company based in Atlanta, GA. Base salary would be $100K+, with equity and a total compensation plan north of $150K. This venture-backed, mid-stage company would have a proven track record of selling its cutting-edge technology into hospitals, where the primary call points are surgeons. The position would report directly to a Regional Sales Manager who is charismatic and dynamic and could also teach and mentor me. I would like the opportunity for upward mobility in two to three years, with direct reports covering the Southeastern United States. The company would have a rich pipeline of new products and a healthy budget to grow sales through sales force expansion.” Use this ideal profile as a barometer for how closely each position matches, then go back and review your scores and weights to make sure nothing was weighted incorrectly.

Then take a minute to describe where you want to be professionally in four to five years. Do you have aspirations of becoming a manager or a company leader? Do you see yourself staying at your current level? Consider what you might need to obtain (marketing experience, an MBA) to position yourself for that progression.

Phase 2: Self-branding and marketing

Self-promotion via the resume

Typically the first thing to do when kicking off a job search is to consider how you intend to market yourself. Even with LinkedIn, a resume is still the primary tool for navigating the job market. Rebuild yours using the performance criteria below, with hard numbers and facts that demonstrate your previous success; recruiters and employers want to see all or some of these.

• Rankings and awards
• Number of people led
• Number and value of all accounts managed
• Revenue growth, market share growth, deals won
• Number of initiatives launched
• Percent of success
• Types of specific initiatives
• Positional terms: if a Boolean search is looking for “Territory Manager” or “Account Executive,” make sure the commonly used term for your level is somewhere on your resume so you aren't filtered out

Self-promotion online: be discovered, be known

Don't narrow in on LinkedIn just yet. Reverse the process of job seeking and think about how a potential employer might come to discover you, with or without knowing who you are. You need to develop and manage your online presence in order to be discovered and known.

• What will someone find if they type your name into Google or a job-board search engine? Are the results indicative of who you are as a potential hire? If not, you have some cleaning up to do.
• It isn't just LinkedIn that captures an employer’s interest. Your web identity includes your Facebook and X accounts, blogs and posts. Collectively they represent how you're perceived, and it's your responsibility to repair anything that hurts your candidate persona.
• Participate in virtual discussions, blogs and groups. It takes effort, but the more consistently you engage in topics related to your field, the more discoverable you are, and recruiters and employers are more likely to have people like you on their short list.

LinkedIn

This is where many people fall short. If you think having a resume is enough, you're mistaken. It's absolutely critical to have a robust, current LinkedIn profile that captures the key highlights from your resume, including:

• Professional headshot
• Current employer and accurate job titles
• Accurate reflection of key job functions
• Important keywords for employers and recruiters who search using Boolean
• College degree
• Recommendations (the best way to get these is to give them to others)

Be purposeful about the groups you join. Many recruiters spend time there, so once you have identified the areas you're targeting, join those groups to gain access and network with the people in those spaces.

Connect, connect, connect. It can feel daunting when your dog groomer shows up under “People you may know,” but take a tactical approach: your best former co-workers, supervisors and direct reports; your best former and current colleagues, the people you collaborated with on joint projects; fellow industry leaders; and level-appropriate recruiters with whom you have already established a basic dialogue.

Phase 3: Networking

Get the most out of your sphere of influence: the non-recruiters you know and can network with, such as colleagues, former co-workers and LinkedIn contacts.

• Recruiters can be extremely effective, but they represent the client. Unless they have a specific job, in your specific location, that matches your profile, chances are they won't be terribly helpful. At best they may refer other recruiters to you.
• If you're serious about new employment, begin networking with as many strategic connections as possible. How far you can take this depends on how confidential your search is and how well you know each contact.
• Networking is only as effective as the impact you made on the person in question. Do they think highly enough of you to recommend you, or introduce you to a prospective employer?

Building out your sphere

Start with people you know and feel confident would endorse you, then build from there.

• Use LinkedIn’s “People you may know” feature.
• Mine your existing contacts’ connections and select second- and third-degree contacts to become new connections.
• Search for specific well-connected individuals you know or have collaborated with on a project.
• Invite them to share your contact information with recruiters or employers who call them looking for referrals. This can significantly increase your exposure.

Don’t apply to ads

Employers typically engage in high-touch relationships with search firms to manage these processes. Before considering applying directly to a company website ad:

1. 1Check whether you know anyone who would endorse you and connect you to the right people.
2. 2If you do not, and can't get an introduction, track down the hiring authorities and send them a LinkedIn message or invitation.
3. 3Attempt to find the recruiter before they find you. Timing is very important.

Phase 4: Working with recruiters

How recruiters think

A few bits of information about the recruiting industry that might help you understand how this population works, thinks and behaves.

• As you probably know, most recruiters have a very bad reputation. The headhunting industry ranks second from the bottom, ahead only of used-car salesmen, in most polls of the sketchiest employer groups.
• Most recruiters have a short-term mindset with candidates. If they don't see you as a potential commission in the next 30 to 60 days, you'll probably not get much attention.
• Most recruiters have 30,000 to 50,000 candidates in their database plus their LinkedIn contacts, perhaps 75,000 to 100,000 in all. Most represent only 3 to 6 companies and work 5 to 10 jobs at a time, and place 50 to 100 people a year.
• Do the math. Statistically it's very unlikely they have a position in your geography, in your compensation range, for your background, that you would be excited about, in the window when you're open to leaving. They know there's a very small chance you'll ever generate a commission for them.

Build a short list of recruiters

Develop a list of four or five experienced, trustworthy recruiters who actively work in your space and at the level you want to move to. If you don't have these contacts, ask your advisory board or others for referrals. Questions to ask when evaluating a recruiter:

• How many positions like the one I want do you fill in a year?
• Who are some of your current clients?
• What's your sense of the hotter product sectors inside medical manufacturing?
• What are employers paying in base and total compensation for people with my background?

How to field calls from new recruiters

Take all recruiter calls. You never know who will be calling about your big break, so take ten minutes and return any recruiter call. You can politely say you aren't actively on the market but would be happy to consider the information. Request the following in the first exchange:

• Company name and website
• Title of the position
• Location and geography covered
• Why the recruiter is excited about this company and opportunity
• Career appeal and long-term growth beyond day one
• Base compensation, variable incentive and additional compensation details
• Why they think you're a strong candidate. Have they hired others with your background, or from your current company?
• Whether they have the exclusive on this position (if not, tell them you won't field other calls about it)
• The timeline for interviews

Most recruiters rely heavily on splits, so the person you first talk to may not be in direct contact with the hiring manager; others use internal sourcing specialists to surface passive candidates. Before moving forward, ask:

• Are you personally in direct contact with the hiring manager? If not, who would be my liaison? Make sure you have one point of contact if possible.
• Have you met the hiring manager in person?
• Have you been to the employer’s corporate headquarters?
• How long have you been working with this client?
• How many placements have you made with this client?

Keep very good notes on each recruiter and opportunity: who you spoke with, what was discussed, takeaways and action items. Details start to blend together when you're involved with several positions at once.

How to interview with a recruiter

If you would like to learn more after reviewing the recruiter’s information, set an appointment. Be somewhere quiet where you can take notes. We always recommend a video meeting rather than a phone call so the recruiter can see how you present. Remember that this is an interview. Recruiters can be the gatekeeper for employers, and regardless of how you feel about them, treat them with the same professionalism you would an employer, including follow-up. If they sense you're shopping yourself around to half a dozen companies, their conviction in presenting you'll decline.

1. 1Explain that your initial due diligence was positive and you would like to learn more. Invite them to go deeper on the position and what the client is looking for. Take good notes and probe areas of interest.
2. 2Ask the recruiter whether they would like a quick summary of your career, and where they would like you to start. Some want the full story; others only the last few moves. Keep it to 5 to 15 minutes.
3. 3Once complete, ask whether you missed anything or they would like more detail in any area.

Recruiters are most interested in your transitions (why you left each position), your performance and success patterns (how you ranked and produced in each role, and whether the success is consistent or lucky), your leadership (span of control, direct reports), your compensation (base and W2 for each position), your call points and care settings, your energy and enthusiasm, your professionalism in telling your story, and your motive for this move.

Then ask how you stack up against the ideal profile for the position. Nearly every recruiter grades candidates on a B-, B, B+, A-, A, A+ scale, based on the client’s profile. You may be downgraded because you're too expensive or live on the edge of the geography. Invite them to be honest about why you may not be a perfect fit; they will be surprised by your willingness to hear it. Most candidates assume they're a perfect fit, then weeks later wonder why the client is dragging its feet, when in reality they're a backup being kept warm. Another way to ask: “If you could change two or three things about my background to make me a stronger candidate for your client, what would you change?”

If you move forward

Provide the recruiter, by email: an updated copy of your resume, your compensation range for the last five years (base and W2), a link to your LinkedIn profile, and your blackout dates for the next 30 days.

If you decide not to move forward but want the recruiter to keep you posted, send: possible relocation markets, an updated resume, the position types you would consider, your compensation minimums (base and total W2), your travel tolerance, your ideal-job summary, and an open invitation to contact you for referrals. Provide recruiter notes as well: bullet points for introducing you to a client, for example “strong background in …; perfect linear progression; two employers in ten-plus years; five years of sales experience; passive candidate; recent empty nester, able to travel 100% or relocate.”

Top ten ways to win over a recruiter

1. 1Be responsive and accessible. Many recruiters downgrade candidates who are hard to reach, fearing they aren't all in.
2. 2Be punctual.
3. 3Be honest and transparent. Never cancel a confirmed interview except in a true emergency; a last-minute withdrawal with the excuse of not wanting to waste the manager’s time will get you blacklisted quickly.
4. 4Be interesting. Take time to get to know them; find something in common.
5. 5Be confident. Tell them you're a walking invoice for them if you find a perfect match.
6. 6Establish a texting relationship early. It's more direct and efficient than email for most messages.
7. 7Start off on the right foot. Most recruiters make a call on a candidate in the first 60 seconds, on gut feel.
8. 8Provide enough relevant data on yourself to make it easy to present you in the best light.
9. 9Make sure your information is accurate: dates of employment, rankings and so on.
10. 10Make personal contact with your chosen recruiters and follow up with a phone call.

Give recruiters what they want. In your email include a clean copy of your resume; your employment status and a brief reason if unemployed; your current base salary and average W2 for the last few years; and your top three preferred hubs, with the one you're most centrally located for first. Be careful not to pigeonhole yourself with phrases like “seeking a sales role for an oncology company,” which can preclude you from other opportunities. Keep an open mind and cast the net wide.

Phase 5: Evaluating opportunities

When you begin evaluating opportunities it can feel like Pandora’s box. Looking for a new job is a full-time job. Keep several things in mind:

• Be informed. Know what's going on in your industry at large. Join groups on LinkedIn, follow companies, and follow the industry news outlets that cover medical devices.
• Don’t be overly selective. Keep an open mind and consider things outside your wheelhouse.
• Accept current industry norms.
• Don’t put blinders on. Just because you think you're the best fit, the hiring manager may not agree. Don’t fall in love with one job; keep your options open.
• Stay organized. Create a filing system that tracks which recruiter is attached to which job, and be proactive about following up. This is your search and your responsibility to keep the momentum going.
• Don’t believe everything you read online, especially on anonymous forums. Investigate and consult several sources.
• Share your concerns with your recruiter. If you hear or read something concerning, talk to them about it. You're probably not the first to think it, and your recruiter likely has insight to share.

Phase 6: Working with potential employers

Before we get started: the waiting game

There's a lot of downtime in the job-seeking process, and it will test your patience. The frustrating part is that it's almost always out of your hands, and you rarely feel like you're getting the whole story. Is the recruiter telling you all the facts? Is another candidate being fast-tracked? Did the recruiter even present your resume? The simple response: control the controllables. If you're diligent and perform at your best at each step, you'll land the job. And keep as many irons in the fire as possible. Few things are more naive than banking on a job before you have it.

We encourage candidates to carve out ten hours up front and another five or more per week if they're serious. Approach a career transition like anything else you want to win: with vigor, passion, persistence, patience and professionalism. Those who wait for good things to happen get beaten by those who take the bull by the horns.

The phone interview

• Build rapport.
• Decide whether it makes sense to get together in person.
• Begin finding out what the hiring manager needs. Take great notes.
• Establish the foundation for your position as the number one candidate.
• Help the hiring manager check their boxes: Did this person prepare? Can they do the job? Do I believe them? Is this a good fit for them? Could I work with this person?
• Understand their timing for filling the role.
• Close for next steps: “Now that you have had a chance to get to know me a little, how do you think I would fit into the organization and this role?”
• Afterward, seek out internal advocates: former co-workers and colleagues now in the organization who can endorse you.

Face to face

All hiring managers are trying to answer four basic questions:

1. 1Did this person prepare? How much do they know about my product and company? Did they do their research, or are they kicking tires?
2. 2What in their background makes them a good fit? Are their skills and contacts transferable? Can they ramp up quickly? Will they succeed in our environment?
3. 3Do I like this person? Can I see myself working closely with them? Are they interesting and dynamic?
4. 4Is their motive acceptable? Do I believe their explanation of why they're interested, and will it make sense to the people who interview them after me?

Great face-to-face questions to ask:

• What do you need on this team?
• Describe your ideal candidate for this position.
• Are there unique dynamics an incoming candidate would want to know about the team they would inherit?
• What keeps you up at night about this position?
• What are the biggest challenges for the incoming candidate?
• What would you do first if you were placed in this role?

Afterward, ask for approval to speak with other members of the team.

Before the final

• Talk to your spouse and be ready to go before you interview. Get all your questions answered in advance: compensation, vacation, benefits and HR information, ideal start date.
• Share anything important about your situation with your recruiter and hiring manager: upcoming vacations, commissions, bonuses or deferred compensation due. Don't spring these on them at the last minute.
• Expect a background check: criminal, driving record, verification of education and employment dates, drug screening, references. The employer needs your permission for most of these (references are the exception). If you have a blemish you're concerned about, share it with your recruiter before the check begins. Handled proactively, it can often be overlooked; landing cold on HR’s desk, it cannot.
• Prepare. Know your audience, their hot buttons and pitfalls. Prep with your recruiter, with the hiring manager if applicable, and with peers already in the organization. Get email addresses for everyone you'll meet so you can follow up quickly.

The final interview

• Be prepared, ask great questions and respond with great answers, weaving your due diligence into each.
• Be humble. Acknowledge that this is an exciting challenge with a new sales cycle and potentially a new customer base. Explain that you'll seek to understand first, learning from those who came before you: not reinventing the wheel, but bringing a new perspective to time-tested strategies.
• Ask each person for their endorsement.
• Be confident. Wear your favorite suit.
• Bring your brag book, your due diligence package, your 30-60-90 plan and your competitive landscape.
• Be positive. Read something inspirational the day of the interview, and avoid distractions at home and work that might throw you off.

Closing the deal

This last step is incredibly delicate; the slightest misstep can lead to disaster. Tread lightly.

• Immediately after the final: call your recruiter to say how it went; call, text or email the hiring manager if the situation allows; email every participant to thank them.
• Make sure your references have been supplied. It's customary to provide two former supervisors, two co-workers and two customers.
• Know the sequence of events and confirm you have completed every step: behavioral assessments, background checks, drug tests. It's surprising how often one slips through the cracks.
• Talk openly with your recruiter about your expectations for the offer and compensation, and make sure you have a realistic understanding of the employer’s range and benefits. Avoid selective hearing.
• Assume you aren't the only candidate they're considering for an offer.
• Communicate. Be available to your recruiter, HR contact and future employer; there are almost always time-sensitive questions at the offer stage.
• When the offer comes, be enthusiastic and transparent about your interest. Your future boss wants to know you're excited, 110% in and ready to go.
• It's customary to request 24 to 48 hours to review the offer. Anything longer makes employers suspicious about your commitment.
• HR will need a signed offer letter and a proposed start date. Tell them the date may change if your current employer declines your two weeks’ notice.
• If you negotiate, get on the same side of the table: “I am in,” then “now that I am in.” Keep your recruiter informed at every step and rest on their insight. If they discourage a negotiation, heed the warning; they know the client better than you do.
• Return requested paperwork promptly and communicate in a timely way with your future manager.