Inconsistent Management Culture:
There is a stark contrast between the senior-level expertise required for Field Sales roles and the current management style. Across multiple teams, hiring reps with 5+ years of experience only to treat them like novices—including being talked down to during 1-1s—is a primary driver of talent attrition for those who expect a professional, strategic partnership.
Archaic "Off-Books" Approval Process:
While quotes are built in SFDC, Clinical and IT Architects act as informal gatekeepers, requiring 2–3 rounds of manual revisions via PDF-to-Word conversions before a rep is "allowed" to hit the official submit button. This adds 30–60 minutes of manual data entry per round and creates significant delays without guaranteeing accuracy.
Inflexible, Location-Based Assignments:
Reps are forced to work with "assigned" Clinical and IT support based on proximity, rather than an agnostic selection based on availability and deal requirements. Since the team flies all over the US anyway, the "nearby" rule is an artificial bottleneck that kills sales velocity.
Unstable Tools:
The quoting tool is slow and prone to crashing, often deleting unsaved progress. Reps are forced to "save every minute" to avoid losing an hour of work—an unacceptable standard in 2026.
Shadow Work:
Reps are expected to be amateur architects in BlueBeam for floor plans with zero formal training, adding an "administrative tax" that pulls focus from actual selling.
Redundant Frameworks:
The "NDO" (Neighbor, Detective, Owner) tracker is a legacy manual checklist that adds zero strategic value and acts only as a "check-the-box" burden.
