Four years ago, I wrote an article following a conversation with my friend and colleague Greg Walsh about sales effectiveness and how the same principles could be applied throughout a business. The article focused on sales efficiency ratios, customer understanding, effective processes, training and measurement, all of which remain highly relevant today. Last week, Greg and I met for lunch and found ourselves revisiting the subject. Not for the first time, discussing what has

In biotech scale-ups, talent risk rarely announces itself loudly. It does not arrive as incompetence, bad intent, or lack of intelligence. More often, it appears quietly—embedded in promotion decisions that feel logical, fair, and even inspiring at the time they are made. One of the most underestimated risks is appointing first-time leaders into roles that sit at the fault line between science, regulation, capital, and operational delivery. This is not an argument against dev

Why Today's Healthcare Customers Expect Far More Than a Product Presentation The healthcare landscape has changed dramatically over the last decade. Advances in medical technology, increasing financial pressures on healthcare providers, and more complex procurement processes have transformed the role of the commercial professional. In the past, success often depended on having strong product knowledge and the ability to communicate features and benefits effectively. Today, th

Why Companies That Rely on Experience Alone Often Underperform In the MedTech, Biotech and CRO sectors, organisations invest significant resources in attracting talented people. They hire experienced sales professionals, promote high performers into leadership roles, and often expect knowledge, skills and best practices to spread naturally throughout the business. Sometimes it works. More often, it doesn't. Many organisations unintentionally leave sales and leadership develop

The Common Leadership Mistake Affecting MedTech, Biotech and CRO Organisations In the MedTech, Biotech and CRO sectors, leadership promotions often follow a familiar pattern. The highest-performing salesperson is promoted to Sales Manager. The most technically knowledgeable specialist becomes Team Leader. The top-performing Regional Manager is given responsibility for a larger team. On the surface, this makes perfect sense. High performers understand the business, know the c

The most successful people in our industry all share one common trait. They are curious. They are constantly looking for new ideas, challenging their thinking, learning from others, and searching for practical ways to improve their teams, careers, and businesses. Over the past few years, I've had the privilege of speaking with business leaders, investors, commercial directors, HR professionals, coaches, and industry experts about the challenges facing today's organisations. T

Because sales success is not just about process. It's about people.

With healthcare organisations investing heavily in CRM platforms, sales enablement tools, and digital transformation initiatives, many leaders still find themselves asking the same question: Why isn't our CRM delivering the results we expected?

At Remtec Talent Management, we have spent years working alongside commercial leaders, sales professionals, business development teams, and managers across the life sciences sector. Whether supporting recruitment, leadership development, or commercial transformation projects, we have consistently observed the same challenge: highly talented people are often being trained using generic sales and leadership programmes that fail to reflect the realities of their industry. That i

Over the years I have watched leadership and commercial training trends come and go. Every few years there seems to be a new methodology that promises to transform leadership performance or revolutionise sales effectiveness. Whether it is a particular leadership framework, a consultative selling model, Challenger Selling, SPIN Selling, coaching-based leadership or any number of other approaches, they all have merit. Issues can arise when organisations start treating these mod

That’s why coaching and performance measurement are not secondary capabilities—they are the two pillars of effective sales leadership. Without strength in both, even the most well-defined strategy will fail in execution.

A structured skills assessment provides an objective view of both sales and leadership capability—and, crucially, identifies where targeted development can deliver immediate commercial impact.