The Vision of Hope for the Southwest District

for the Southwest District

THE VISION OF HOPE

THE VISION OF HOPE

Lighthouse Symbolism Chris Wilson - Senior Sales Representative | p. 2

GUIDANCELIGHTHOUSE SYMBOLISM

The historical role of lighthouses was to guide and protect sailors as they approached the shore.

DEDICATION Lighthouses are stable structures that have weathered many storms and this has made them a symbol of stability and steadfastness. Their immovability inspires perseverance and dedication.

HOPE After a long and often difficult trip at sea, sailors felt joy and hope at the first sight of a lighthouse.

Chris Wilson’s Lighthouse Symbolism

GUIDANCECHRIS WILSON’S LIGHTHOUSE SYMBOLISM

With nine years of experience in the field, I will guide my team with an authentic ability to seek understanding while driving results.

DEDICATION I have succeeded in three different territories for Medtronic by persevering through tough storms and cultivating winning cultures by my diligence to collaborate and change patient lives.

HOPE I have been a symbol of hope for my patients, co-workers and now as team leader by empathizing and challenging through resonant leadership. The SOUTHWEST District will identify with their District Manager.

Chris Wilson - Senior Sales Representative | p. 3

What I will bring to the Southwest District

WHAT I WILL BRING TO THE SOUTHWEST DISTRICTNine years of field experience

Vision for hope

Strong resonant leadership experience

Passion for excellence

Emotional intelligence

Servant leadership

Strong business acumen

Ability to create momentum

Authentic ability to seek understanding

Proven track record of creating a culture of winning


What I will bring to the Southwest District

WHAT I WILL BRING TO THE WEST REGION ANDCORPORATE LEADERSHIP TEAMFresh perspective on needs of sales team

Results oriented ideas to promote new patient growth

Strong collaboration skills

Can-do attitude

Engagement of corporate Ideas

Transparency and authenticity

Positive contagious attitude to grow and learn

Servant leadership

Strong business acumen

Ability to create momentum

Authentic ability to seek understanding

Proven track record of creating a culture of winning


Thirty Sixty Ninety Day Plan

306090

THIRTYSIXTY

NINETYDAY PLAN


30 Day Plan

30Review San Diego business plan with fellow District Manager Chris Robinson to ensure a smooth transition and continued momentum for San Diego territory

Meet with Dave Meyer to review Southwest District business expectations, personal needs, and open head counts to ensure revenue growth

Meet with John Kowalczyz to review corporate expectations and align Southwest District appropriately

Meet with Brenda Burns to review Southwest CS team and expectations

Meet Health Economic Manager Tamara Rook to review reimbursement for Arizona, New Mexico, and Nevada


30 Day Plan

30Create weekly conference call with Southwest district sales team to formally meet, review sales numbers, patient pipeline through N Link, administration expectations, budget, education needs and instill HOPE

Call each West Region Pain and ITB District manager individually to thank them for their support and seek counsel to create a strong team environment

Personally meet with each team member in their respective territories to review business goals, personal goals, and vision for Southwest District

Meet with Internal Partners: Marketing, Finance, Human Resource Team, Contracting, Health Economic Managers, and Education Team to under-stand needs and expectations

Have dinner with KOL: Dr. Lisa Stearns to understand needs and opportunities for Cancer pain


30 Day Plan

30Identify and meet with the top five doctors of each territory based on prior year implants and revenue

Identify the top five competitive doctors of each territory to assess opportunities and ascertain what they value

Close Q1 out at or above plan with less than 50K on PO pending

Meet talent acquisition representatives to build a strong candidate pool for open headcounts

Identify the best school district and family oriented community in Phoenix and smoothly transition family


60 Day Plan

3060

Finish open action items from 30-Day Plan.

Assess Q1 performance of each territory and strategically adjust direction based on patient pipeline and territory dynamics

Continue weekly conference call to confirm accurate forecast, patient pipeline, and budget

Complete adoption of N’Link and its capabilities to ensure sustained growth

Work with Dave Meyer to plan district meeting

Conduct interviews for open sales territories

Work with Brenda Burns to conduct numerous interviews for open CS headcounts


60 Day Plan

3060

Meet with Brenda Burns to create CS driven, Primary Care new patient education forums, to create an extensive patient pipeline

Continue meeting with top five doctors in each territory

Cultivate relationships with top five competitive doctors in each territory

Send out two-day, ride-along calendar for each territory to plan strategic meetings with Key Doctors, Hospitals, and ASC’s

Meet Kyphon and Spine District Managers to create collaboration plan

Meet Access Mediquip territory managers to assess business opportunities

Attend cadaver course with Southwest team members and strategic doctors


90 Day Plan

306090

Address performance concerns among sales and CS team

Continue unfinished action items from 60-Day Plan

Conduct District Meeting with all Sales Reps to share vision and establish a winning culture. Give each team member a lighthouse memento

Incorporate CS driven, Primary Care new patient education forums to create a deep pipeline of patients in each territory

Analyze office-based trials vs. ASC, Hospital trials to assess long-term health of business

Complete FY13 Q1 performance acceleration reviews

Hire for all open headcounts


90 Day Plan

306090

Cultivate relationships with bottom tier Medtronic loyal doctors in each territory to assess potential opportunities for STIM and TDD

Meet top five referral doctors in each territory to assess education needs to increase STIM and TDD referrals

Spend three days in Minneapolis to meet with Tom Tefft, Julie Foster, John Kowalczyk, Finance, Marketing, and Contracting to align corporate goals with district goals

Prepare team to make plan for Q2


SWOT Analysis

SWOT SOUTHWEST

SWOTANALYSIS


SWOT Analysis

STRE

NGTH

S Focused and engaged Senior Leadership Team with a can-do attitude

Motivated and tenured sales force

Strong service/support with CS team

101.5% to plan for month of May for total pain

56% revenue growth over prior year for STIM in May

5 of 7 territories made plan on TDD in May

Corporate engagement of competitive doctors through Summit Meetings


SWOT Analysis

WEAK

NESS

ES Only three territories made plan on stimulation

Lack of culture and accountability created for Southwest District

Top customers lack confidence in leadership due to past District Manager

Three District Managers in less than five years for Southwest District

Open headcount in Tucson, AZ


SWOT Analysis

OPPO

RTUN

ITIES Newly appointed District Manager Chris Wilson to lead the Southwest District

Launch of Restore Sensor to convert competitive market share

Strong pipeline of pending new products for Stimulation and Target Drug Delivery system

Launch of N’LINK to gauge patient pipeline, assess health of business, and not burden sales force with duplicating efforts

Strong direction for CS team with new implant strategies


SWOT Analysis

THRE

ATS Possible changes in reimbursement with Palmetto and Trailblazer could

affect office based trials

Pending Codman pump to market

Pending Boston Scientific 32 lead system

St Jude Epiducer penetration

Vertos-MILD Procedure (Distraction from Stimulation and TDD, OR time)


Thank you Chris Wilson - Senior Sales Representative | p. 19

THANK YOU FOR YOUR CONSIDERATION

Christopher WilsonSenior Sales Representative

Phone: 619-823-8199

Email: [email protected]

Business

The Vision of Hope for the Southwest District