“I know my territory.”
It’s one of the most common phrases in medical device sales — and one of the most misleading. What does it really mean? And does it still hold weight in today’s complex and shifting market?
If your hiring process rewards this phrase without digging deeper, you may be prioritizing familiarity over adaptability — and in 2025, that’s a dangerous bet.
For decades, medical device sales hiring has prioritized:
Existing physician relationships
Specialty experience in the therapeutic area
A local “Rolodex” of contacts
This made sense in stable, relationship-driven markets. But things have changed.
Today’s commercial environments are marked by:
Shifting care delivery models (ASC growth, hospital consolidation)
Increased access restrictions
Non-traditional stakeholders in purchasing decisions
The growing importance of patient pathways and procedural data
A rep who succeeds in this environment must go beyond familiarity. They need to know how to interpret the territory — not just operate within it.
Over-indexing on a rep’s past contacts or experience can lead to stagnation:
They rely on the same contacts, even as those contacts lose influence.
They struggle in unfamiliar segments of the territory.
They miss new market entrants or ASC growth.
They default to habits instead of strategy.
It’s not that networks don’t matter — they absolutely do. But what separates good reps from great ones is how they adapt when the network doesn’t work.
Great reps understand what’s happening in the market, even if they’re new to it. They study trends, referral sources, competitive presence, and system-level decision-makers.
Rather than just calling on known physicians, strong reps learn how patients move through the system — from primary care to specialist to procedure.
Reps who succeed today can identify neglected accounts, emerging players, and underperforming geographies. They’re willing to go where others haven’t.
Strong reps use available data — from public records to claims data to competitive intel — to guide their actions. They know how to validate assumptions with real signals.
In new or changing territories, success often comes down to mindset. Reps who are curious, resourceful, and iterative outperform those who need structure handed to them.
Here are a few revealing questions you can add to your hiring process:
“If we dropped you into a territory where you knew no one, how would you generate your first five opportunities?”
“Tell me about a time when you uncovered a hidden opportunity others missed.”
“How do you prioritize your territory on a weekly basis? What signals do you rely on?”
“When have you been wrong about a territory, and how did you adjust?”
The reps who win in 2025 and beyond are not just well-connected — they’re market-literate. They blend curiosity, structure, and action. They don’t just know people. They know how to find problems, position solutions, and evolve their approach.
If your hiring process still rewards surface-level “territory knowledge,” it’s time to raise the bar.
Great sales reps are no longer just operators — they are strategists. They don’t rely on who they know; they rely on how they think.
That’s the future of high-performance commercial teams in medtech.