Onboarding
Medical device new hire training that actually ramps reps
revenue - amplified
Nobody can tell you what medtech ramp time is, because there is no reliable published benchmark for it. What is knowable is why ramp fails, and it is almost never the product training.
The situation
What we get called about
Six things commercial leaders in this vertical describe. Most companies have three of them and think they have one.
Hired right, trained wrong
The hiring profile and the training programme were built by different people from different models.
Product knowledge mistaken for readiness
A rep who can explain the device and cannot run a discovery meeting is not ready.
The manager is the bottleneck
Onboarding ends when the programme ends, and the manager was never given the cadence to carry it.
Clinical credibility takes longer than the ramp plan allows
And there is no structured way to build it.
No baseline, so no proof
Nobody can say whether the ramp worked, only whether the rep is still employed.
Nothing to execute against
A ninety-day plan with no weekly mechanism is a document, not a system.
The mechanism
Why ramp fails, and what carries it
This is the part that is ours. Not a list of frameworks, but which one closes which gap, and why.
There is no benchmark, and that is the finding
We went looking for a current published figure for medical device rep ramp time and turnover. There is not one. The numbers circulating in enablement content are either arithmetic somebody did on an on-target-earnings figure, or B2B software data with a fifty thousand dollar average deal size being presented as medtech.
So we do not quote one. We measure yours. The A.I.M. Assessment establishes the baseline at day zero and the same measure is re-run, which is the only honest way to say whether a ramp programme worked.
Sources checked and rejected: Bridge Group SDR report 2025 (83% B2B SaaS), SHRM cost-per-hire (fiscal 2015), and the widely-quoted six-month ramp cost figure, whose own author states it is not primary research.
Ramp is a system, not a course
What survives week six is the hiring profile, the method and the manager cadence, running together.
PXT Select® builds the hiring profile from the same behavioral model the training uses, so the rep is not assessed one way and coached another. Customer Focused Selling® and the F.I.N.D. Interview System® are the method. 12 Week Year® is the execution mechanism that gives the manager something to run weekly.
The method
One method, and what each part is for
Every framework shown doing a job in a healthcare call, rather than described in the abstract.
PXT Select®
The hiring profile, built from the same model the training runs on.
A.I.M. Assessment
The day-zero baseline, and the thing the result is measured against.
Customer Focused Selling®
The method the new rep learns, the same one the team already runs.
F.I.N.D. Interview System®
Discovery, first, because it is the skill that compounds.
Everything DiSC®
Reading the room, and the manager reading the rep.
12 Week Year®
The weekly execution cadence that carries it past the programme.
The proof
What changes, and how you will know
Six problems at the top of this page, six things we expect to move. Every one of them is measured from the A.I.M. baseline, not from a feeling in month six.
Measured
Discovery quality
A rep can state the customer's business objective, not just the clinical need, on every open opportunity.
Measured
Committee coverage
Named contacts across clinical, financial and IT on every deal over your threshold, before the proposal, not after the stall.
Measured
Stage conversion
Movement at the specific stage your baseline showed deals dying at, rather than a flat "close rate" that hides where the loss happens.
Measured
Forecast reliability
The gap between forecast and actual narrows, because every rep is describing the same stages.
Measured
Coaching consistency
Managers coach against the method rather than against personal preference, so feedback travels between regions.
Measured
Revenue after the win
Adoption, reorder and expansion tracked as a stage, because for most device businesses that is where the revenue actually is.
How to compare
Three things get called healthcare sales training
Search the term and you will meet all three. They are not competitors with each other, because they are not sold to the same person. Only one of them is accountable for your number.
Option one
A credential for a person
Sold to an individual who wants to get hired in the industry, priced publicly, from a self-study manual and an exam up to a ten-week programme. Genuinely useful, and aimed at a different buyer than you.
Option two
A module for a department
Sold into learning and development as a catalogue or a platform subscription. Real capability, delivered and then handed back. Almost none of them publish a price.
What this is
A system you are accountable to
One partner who trains the reps, runs the management cadence, and recruits what is missing, on one methodology measured against one baseline number. If the number is not moving, it is still our problem.
Not the fit?
Where to go instead
If the description above is not quite your situation, one of these probably is.
Not sure which of these your team needs first? Start with a baseline of what your reps are actually doing in the room.
One partner
The training is not the product. The number is
Sixty-five percent of healthcare professional engagements lack sales and marketing synchronisation, and 44% of key opinion leaders perceive a lack of coordination between the clinical, medical and sales teams calling on them. That is a system problem wearing a training problem's clothes.
When the reps, the managers, the hiring profile and the measurement all run on one methodology, the customer stops meeting four different companies wearing the same badge.
- ✓One methodology from assessment through to expansion
- ✓The people who train your team are the people who run the cadence
- ✓The hiring profile comes from the same behavioral model as the training
- ✓One baseline number, and we are still on it in month twelve
Veeva Systems, Veeva Pulse Field Trends Report, 4Q24 data, published February 2025.
Start with the baseline
Measure the ramp instead of guessing at it
There is no industry benchmark to compare yourself to, so build your own. The A.I.M. Assessment sets the day-zero baseline for a new hire and for the team they are joining.
Get your A.I.M. Assessment
A short read on where your revenue is leaking. No pitch required.
Ramp that is still there in month six
Medical device new hire training
Hiring profile, baseline, method and manager cadence, built as one system, because the reason ramp fails is almost never the product training. Start with the assessment.
