Not knowing who decides, who pays, who influences, or what that trust is already under pressure on. A well prepared call and a wasted one cost your business exactly the same in salary, mileage and diary time.

Being asked how you compare with the product already on the shelf, and not knowing its NHS Supply Chain listing, its codes or its pack variants. The rep who can answer that in the room is the one who gets considered.

A safety notice, a recall or a supply gap on a competitor’s product opens a short window where a trust is genuinely looking at alternatives. A rep who knows that morning has a reason to call. A fortnight later the switch has already happened.

Procurement cannot act on product features. They need the cost of the problem, how often it happens, what your product changes and what that is worth, in their language and against their scoring.

An intelligence desk refreshed every hour. MHRA alerts, NICE guidance, NHS Supply Chain notices and NHS news, each read at source before it is written up. Supply and recall desks checked every morning. A weekly Rep’s Briefing by email covering what moved and the question to take into the account.

Stakeholder Mapper: decision maker, user, payer and clinical roles for a named trust, with the question to ask each one and a route to identifying the actual person. Who’s who, traced to source. How the NHS fits together, the Procurement Act 2023 and value based procurement, explained for a commercial audience.

Product comparison with NHS Supply Chain detail, NPC and MPC codes and pack variants, and the questions to ask that establish whether the difference matters in that account. Compare by speciality. Company intelligence reports across the supplier directory. Market share by category.

Framework Hub covering NHS Supply Chain, NHS SBS, Government Commercial Agency and NOE CPC: what each covers, when it expires and the route in. Contract award tracker, so you know what an account has just bought and when it comes round again. CPV code finder and NHS Supply Chain guide.

Twenty years in NHS procurement, from category management to running multi-trust tenders. Knows exactly how a purchase actually gets approved, and what stops one.

A registered nurse who built the sustainability assessment tool NHS buyers use to compare clinical products, and has published her own evaluation in the Nursing Times. She judges whether your evidence survives contact with a buyer.

Twenty five years in medical devices, from field rep to EMEA, with a patented device of his own, now working inside the NHS on innovation adoption. He tests whether your value case is worth anything.

Each rep takes your product into a six minute meeting with an expert in role as the category manager for a named target trust. The expert does not go easy, and arrives with challenges prepared from your own product information. Two rooms of five, so nobody sits through nine other people’s turns.

Their product’s complete commercial case. An individual assessment scored against five criteria by an NHS buyer and moderated against a recording of their own meeting. Three personal, dated recommendations written by someone who watched them work. The full pack with their completed worksheets, every source and tool used on the day, and their peers’ observations. A Certificate of Completion.

Every delegate’s assessment and recommendations. A team-level read: where the group is strong, where it is weak, and the two things that would move all of them. The portfolio finding, which is which of your claims would not survive a buyer and where your evidence is thin. And every delegate’s own commitments.

A candidate who knows the market, knows the product, and knows what to expect at interview performs better in the room. That moves your CV-to-offer conversion, not just how the candidate feels going in.

An employer who interviews a candidate that arrives with real market and company intelligence, a considered first-six-months plan and confident answers starts crediting the agency that sent them, not just the individual. That’s what gets you the next brief.

Access is open to every candidate you register, not gated behind a shortlist. That means you see, before you ever put someone in front of a client, who actually logs in, does the work and turns up prepared, and who doesn’t. It tells you who’s worth your time and your client’s.

A candidate who stays current after placement, knowing the latest framework, the latest change, the latest challenge a trust is facing, is the one who performs in role, not just in interview. That’s what gets a placement through probation rather than falling over at month four.

Purpose, identity and mindset. Understanding your customer. Cold calling and gatekeepers. Storytelling in medical sales. Relationship-led selling. Pre-call preparation, discovery and qualifying. Value propositions and objection handling. Running your territory.

A territory plan for their target patch, prioritised accounts and a model week. A stakeholder map plotted by influence against engagement. A value case with data behind it. A cold-call opener, hook, bridge and ask. Structured discovery questions and worked objection handling. A recorded roleplay as the capstone.

Eight scored module assessments and workbooks, so a candidate isn’t just told they’ve completed the training, they know how they scored on each piece of it.

Built specifically for candidates moving from clinical practice into industry: a structured, rehearsed answer to “why sales, and why now”, and how to describe clinical experience in commercial terms rather than clinical ones.

Two one-hour sessions with Louise. Interview preparation specific to the role and company, help structuring and presenting the first-six-months plan, and sales roleplay so the candidate has practised the pressure before they face it for real.

Hub access continues for a full year, not just through the recruitment process. A candidate who stays current in role is one who is more likely to clear their six-month probation, which is exactly the point in the process where a placement is still at risk.

A candidate who knows the market, knows the product, and knows what to expect at interview performs better in the room. That moves your CV-to-offer conversion, not just how the candidate feels going in.

An employer who interviews a candidate that arrives with real market and company intelligence, a considered first-six-months plan and confident answers starts crediting the agency that sent them, not just the individual. That’s what gets you the next brief.

Access is open to every candidate you register, not gated behind a shortlist. That means you see, before you ever put someone in front of a client, who actually logs in, does the work and turns up prepared, and who doesn’t. It tells you who’s worth your time and your client’s.

A candidate who stays current after placement, knowing the latest framework, the latest change, the latest challenge a trust is facing, is the one who performs in role, not just in interview. That’s what gets a placement through probation rather than falling over at month four.

Purpose, identity and mindset. Understanding your customer. Cold calling and gatekeepers. Storytelling in medical sales. Relationship-led selling. Pre-call preparation, discovery and qualifying. Value propositions and objection handling. Running your territory.

A territory plan for their target patch, prioritised accounts and a model week. A stakeholder map plotted by influence against engagement. A value case with data behind it. A cold-call opener, hook, bridge and ask. Structured discovery questions and worked objection handling. A recorded roleplay as the capstone.

Eight scored module assessments and workbooks, so a candidate isn’t just told they’ve completed the training, they know how they scored on each piece of it.

Built specifically for candidates moving from clinical practice into industry: a structured, rehearsed answer to “why sales, and why now”, and how to describe clinical experience in commercial terms rather than clinical ones.

The licence includes fifteen Interview Ready candidate places, each with two guaranteed one-hour private sessions with Louise: thirty hours of specialist 1:1 coaching reserved for you across the licence year. You choose which candidates get them, and when. Additional places can be purchased separately, subject to availability.

No two sessions are the same, because no two candidates are. Before the first session Louise looks at the actual role, the company and where that individual is weak, then builds the two hours around closing that specific gap. A confident clinician who cannot talk commercially gets a different session from a strong closer who has never been near an NHS procurement conversation. Interview preparation for that panel, the first-six-months plan for that patch, presentation coaching and sales roleplay under real pressure, weighted to whatever will actually win them the role.

Louise has been hired into medical sales and pharmaceutical roles, and has hired for them. She has sat in the chair your candidate is walking into, and she has sat in the one across from it, running the interview and scoring the answers. That is a different conversation from generic interview coaching, and candidates can feel the difference within the first ten minutes.

At her last company Louise designed the recruitment training for hiring managers, wrote the recruitment pack, designed the assessment criteria and the interview process itself, and hired the in-house recruiter. Your candidate is being prepared by the person who wrote the scoring sheet, so they understand what is actually being marked, not what they assume is being marked.