Interview questions

Q: Why are you interested in the medical representative role at Leo Pharma?

A: Having worked as a medical representative at both Cosmetica Medical and Safety

First, I've become deeply passionate about establishing meaningful connections in
the healthcare space and contributing to business growth. When I learned about the
opening at Leo Pharma, I was drawn to the opportunity to bring my skills in sales,
relationship building, and market navigation to a new environment. I'm particularly
excited about being part of Leo Pharma's success story and helping the company make
further inroads through strategic partnerships.

Q: What skills from your background make you a strong fit for this role?

A: Throughout my time at both Cosmetica Medical and Safety First, I sharpened

essential skills in communicating value propositions, forming strategic win-win
partnerships, driving market growth through client-focused solutions, and
ultimately boosting sales and revenue. For example, my targeted sales campaign at
Cosmetica resulted in a 25% increase, while the partnerships I secured at Safety
First were integral to capturing 10% market share within 6 months. This ability to
understand client needs, convey solutions effectively, forge collaborations, and
deliver measurable business impact makes me an asset for the product specialist
role.

Q: This role requires navigating a complex pharmaceutical landscape. How has your
background prepared you for this?

A: Having entered new markets with both Cosmetica Medical and Safety First, I've
proven I can rapidly get up to speed on market dynamics, trends, stakeholder needs,
and winning strategies. Whether it was grasping consumer preferences in cosmetics
or venturing into medical equipment, I know how to ask the right questions,
leverage partnerships, and ensure I comprehensively understand a new landscape.
This adaptability enables me to thrive in complexity. I look forward to immersing
myself in Leo Pharma's market and quickly ramping up on the most effective
strategies for the product specialist role.

Q: Where do you see opportunities for Leo Pharma to grow its market position?

A: Based on my research of emerging healthcare trends as well as Leo Pharma's

current offerings, I see tremendous potential to expand through specialized
partnerships in areas like dermatology, cardiovascular health, and preventative
medicine. Strategic alliances with providers in these high-growth sectors can
establish Leo Pharma as an indispensable player. Moreover, doubling down on a
loyalty program can boost retention and brand preference. My vision would be to
pursue win-win tie-ups that solve pressing client problems while fueling Leo
Pharma's leadership.

Q: What methods do you use to learn about and analyze your territory in a new sales
role?

A: When entering any new sales territory, I leverage a structured approach to

immerse myself in the landscape rapidly. This involves extensive stakeholder
mapping to identify key healthcare professionals, hospital admins and nursing leads
across both public and private sectors. I analyze prescription trends, patient
demographics, competitive forces and market growth drivers. Additionally, I conduct
ride-alongs with top reps, tap provider advisors and schedule initial meetings
simply to listen and learn. This multi-pronged territory analysis ensures I gain a
comprehensive understanding to then identify growth levers.

Q: How would you go about developing relationships with difficult or challenging

healthcare professionals?

A: Even when interactions start off as adversarial, I've learned the power of
leading with empathy, persistence and solutions. This means listening intently to
understand root causes of reluctance or objections, whether clinical, practical or
financial. I ask thoughtful questions to unpack concerns, while conveying how
potential patients can benefit from products. If access is an issue, I explore
creative ways to accommodate packed schedules, and follow-up relentlessly to
demonstrate commitment to the provider’s needs. Ultimately by coupling empathy with
tenacity and creative problem solving, I’m able to turn skeptics into partners.

Q: How do you typically prepare for an important sales call, especially when
meeting a healthcare professional for the first time?

A: Success depends enormously on meticulous preparation when engaging healthcare

professionals. My approach is to thoroughly research the prospect’s background
including credentials, specialty, publications, treatment philosophies and patient
commentary. I consult counterparts to understand pain points and priorities. With
this context, I craft customized value propositions and discussion guides. I
prepare relevant clinical studies and patient narratives that align to interests. I
anticipate questions and concerns, scripting responses supplemented by concise
leave-behinds. The goal of this diligence is to demonstrate a genuine commitment to
the prospect’s world from the first handshake.

Q: What metrics do you track in order to measure and improve your sales
performance?

A: Key performance indicators I monitor closely include total prescriptions by

provider, prescription trends over time, patient adherence scores and feedback from
healthcare professionals post-promotion. Comparing performance across providers
with similar patient pools reveals opportunities to replicate best practices and
tailor my approach. I set clear goals whether targeting a 10% lift in scripts or a
15% boost in adherence so I can evaluating moving the needle. With each encounter,
I note one improvement idea before next interaction with that healthcare
professional to continually optimize effectiveness.

Q: If a provider insisted their patients simply could not afford a product you’re
discussing, how would you respond?

A: Making care accessible must be the top priority when patients are in need. I
would start by actively listening and acknowledging budget constraints as
absolutely valid concerns. I would then explore whether manufacturer discounts,
copay programs, or patient assistance plans could alleviate the affordability
barriers presented. If viable options still do not suffice, I would collaborate on
alternative regimens or generic steps more affordable under their circumstances. My
goal is always opening doors to the best care possible for each patient.

Q: How do you stay up-to-date on the latest medical research and clinical data as
it relates to pharmaceutical products and treatments?

A: Immersing myself in the latest evidence and clinical science around products is
integral for providing effective recommendations. I block time weekly to thoroughly
read key publications and trials in priority treatment areas. I subscribe to
publisher digests, journal table of contents alerts, and curated research
newsletters to ensure I never miss crucial updates. I also attend key conferences,
follow thought leaders on social channels, and set Google Scholar alerts for
relevant keywords. Being constantly soaked in the literature and data is what fuels
productive scientific dialogue with providers.

Q: What kind of sales contests motivate you? And what tactics have helped you
successfully compete in those contests?

A: For me, collaboration drives results more sustainably than isolated competition.
So I appreciate incentive programs building cross-functional coordination between
teams. For example, one campaign rewarding reps for meeting quality targets while
medical science liaisons ensured full HCP education substantively improved
adherence. To excel, I increased my internal networking, participated actively in
sales/MSL committees, and shared best practices across regions. Driving collective
growth through team incentives outpaces solitary contests.

Q: If you discovered a healthcare professional was misprescribing a drug you

represent, what steps would you take?

A: Patient safety is the number one priority, so misconduct warrants immediate yet
confidential reporting to ethics channels, plus discreet escalation to medical
leadership. However, to avoid putting the HCP on the defensive, I would first
arrange an in-person discussion in a supportive climate. By expressing concern for
their patients and demonstrating guidelines, optimal candidates and dosing, I could
hopefully guide appropriate correction while preserving a productive relationship
rooted in trust. If patterns persisted, rapidly tapping ethical and medical
oversight ensures responsible prescription aligned to protocols.

Q: What are some of the biggest challenges you’ve faced when selling to healthcare
professionals and how did you overcome them?

A: One major challenge I’ve navigated is overcoming clinical inertia among

specialists accustomed to legacy treatment approaches. Rather than directly
confronting hesitations, I prepare side-by-side comparisons highlighting improved
patient outcomes from new therapies. By having compassionate conversations focused
on helping more patients, I’ve been able to achieve above-average conversion rates
even when introducing newer products requiring a change management mindset shift.

Q: How would you go about targeting and partnering with emerging healthcare
institutions?

A: Venturing into emerging health systems requires tenacity, creativity and vision.
This means pursuing meetings even when decision-makers are difficult to access,
floating innovative win-win ideas to capture attention, and conveying the downside
of lagging behind on best-in-class treatment. To get a foot in the door, I propose
exclusive access to continuing education forums, data-sharing partnerships, and
pilot programs. By positioning my company as invested in the system’s success, I’ve
catalyzed partnerships enabling access even in crowded markets.

Q: If a prominent healthcare professional raised concerns about product safety

during a sales discussion, how would you respond?

A: Any concerns around safety demand compassion, transparency and accountability.

My first step would be expressing gratitude that these worries were voiced so we
can have an open dialogue. I would then walk through clinical trial methodology,
rates of adverse events relative to placebo groups, and post-market surveillance
data demonstrating an excellent safety profile with proper usage. Importantly, I
highlight channels available for reporting issues or asking additional questions,
underscoring our diligent attention to detecting and promptly addressing problems
should they arise. Reassuring through education and outreach is vital.

Q: How have you successfully generated business leads and opened up new accounts in
past sales roles?

A: The key to lead generation and market expansion is persistence coupled with
ingenuity. From comprehensive cold calling and CRM mining to creative referral
programs incentivizing existing partners, I’ve fuelled the top of my pipeline
through diverse sourcing strategies. Securing those initial meetings then requires
tenacity, customization and bold ideas. I prepare thoroughly to showcase value from
the prospect’s perspective while floating imaginative co-marketing concepts. This
paired focus on strategic sourcing and bold outreach helps consistently open fresh
accounts and expand market share

Q: How would you go about educating and informing healthcare professionals on new
products? What materials and resources have been most effective for you?

A: Introducing innovative therapies requires a multi-channel education strategy

reaching HCPs where, when and how they prefer consuming clinical content. I’ve
achieved great traction by pairing digital toolkits containing digestible
explainers, peer-to-peer videos and accredited modules with simple takeaways like
indication/MOA refreshers and patient screening checklists for their EHR. Bringing
thought leaders to speak has tremendous impact too. Blending push/pull tactics
across in-person, print and digital drives information retention and prescribing
confidence.

Q: If a healthcare professional asked you for off-label guidance for utilizing one
of your products, how would you handle that scenario?

A: While exploring applications beyond the approved label may offer hope for
additional patients, recommendations must always adhere strictly to the label for
ethical and safety reasons. In this scenario, I would validate the provider’s
compassion for doing everything possible for patients in need. However, I would
need to re-direct the conversation to focus on on-label usage and the rigorous
clinical development fueling the FDA approval. If a currently unmet need exists, I
would then explore with our medical team whether an additional study could be
warranted to potentially expand the label over time if promising incremental
benefits.

Q: Tell me about a time you failed to make a sales quota or deliver on a sales
objective. What could you have done differently?

A: Early in my tenure with Cosmetica Medical, I struggled to penetrate a large

national retail chain despite having credentials with key regional grocers. In
hindsight, rather than repeatedly approaching the junior buyer, I should have
networked proactively within the organization to socialize our value proposition
more broadly across senior leaders. I learned that large stakeholders require an
orchestrated influence campaign addressing multiple priorities beyond just cost-
savings to change entrenched assortment. Had I mobilized a wider effort earlier
showcasing our loyalty-building strengths, the outcome may have changed faster.

Q: Describe a situation where you had to adapt your sales strategy significantly
because something unexpected occurred. What was the result?

A: When the pandemic hit, the entire playbook shifted with HCP access severely
limited. I immediately focused on digital outreach and education, leveraging
virtual detailing to share clinical resources. Resisting the temptation to hard
sell virtually, I positioned myself as a thought partner, culminating in a hugely
successful webinar for providers to earn credits. Although extremely difficult, the
pandemic necessitated a digital-first mindset that ultimately tightened customer
intimacy thanks to consistent valuable insights.

Q: If a prominent healthcare professional you have worked with took a job at

another institution, how would you ensure continuity in the business relationship?

A: Cultivating enduring HCP relationships is pivotal, so when shifts occur,

promptly re-connecting is crucial. My playbook here would be threefold - introduce
myself to the new decision-makers to get the relationship off on the right foot;
host a working lunch inviting the HCP to orient me on institutional priorities and
pain points; and launch a scientific study or pilot at the institution to
demonstrate shared goals of fueling innovation. Maintaining trust-based ties
through major transitions retains hard-won partnerships.

Q: Describe a situation where you uncovered a new opportunity in an existing

account. How were you able to capitalize on this?

A: When a large health system announced plans for a new cancer wing, I immediately
requested an advance briefing to understand service gaps and capacity goals.
Recognizing strained infusion chair resources posing a barrier, I secured approval
for a leased infusion chair program allowing treatment expansion. This additionally
provided real-world usage analytics to inform our innovations pipeline. Seizing
onto major strategy shifts and targeting unmet needs unlocked game-changing wins.

Q: If a prominent patient advocacy group raised unexpected concerns about a product

you represent during a sales call, how would you respond?

A: Patient groups provide invaluable real-world insights, so objections warrant

earnest attention and follow-up. In the moment, I would thank them for the candid
input and commit to fully investigating the concerns through pharmacovigilance
channels while re-evaluating our patient education protocols. I would schedule a
formal working session to more deeply explore their experiences and ideas for
improvement. Regardless of strict safety findings, enhancing materials to align
with patient needs and allay worries comes first.

Q: As a medical representative, how do you contribute value that goes beyondsimply

promoting products?

A: While sharing clinical trial outcomes and approved indications are table stakes,
the most fulfilling and productive HCP relationships stem from true therapeutic
collaborations improving community health. Whether coaching practices on tightening
adherence, co-developing a treatment algorithm or partnering on research filling
unmet needs, I position myself as an ally in advancing patient care. The impact
reaching people locally inspires me daily in this role.

Q: How do you go about coordinating with other stakeholders like pharmacists,

nurses, technicians etc. to promote your products and services?

A: Successful product adoption requires engaging the entire healthcare ecosystem

beyond just doctors. I regularly present clinical updates at hospital pharmacy &
therapeutics meetings to influence formulary decisions. I provideaccessible
educational materials around proper administration for nursing staff. I also host
in-services to empower pharmacy techs to address patient questions confidently.
Understanding each stakeholders' needs, from workflows to knowledge gaps, ensures
seamless coordination promoting access and adherence.
Q: How would you respond if a healthcare professional confronted you with
competitive data questioning the efficacy of your key products?

A: Validating scrutiny demonstrates a commitment to finding the best solutions for

patients. In this case, I would welcome a transparent discussion of clinical
comparisons and real-world outcomes. While our efficacy data is industry-leading, I
recognize therapy choices weighed carefully. My goal would be to objectively review
head-to-head studies in an open dialogue, offer context on patient subpopulations
better suited to our mechanisms, and suggest exploring a pilot within their
facility to gauge first-hand experiences. Embracing questions fosters partnerships
progressing care.

Q: Tell me about a time when you continues pursuing a business lead even after
facing multiple rejections. What finally made the difference in closing the deal?

A: Early on I was determined to secure a prominent cardiologist known for

breakthrough research as a key opinion leader. Despite declines for over a year, I
persisted gently, even providing input on study design when requested. Ultimately
by anticipating needs, demonstrating commitment to his work rather than my own
agenda, and building collegial rapport, he agreed to co-author a paper. That paper
paved the way for an enduring partnership amplifying our mission. Patience and
selflessness can turn "no" into growth.

Q: If a superior challenged you to defend a key tactic you were using to promote a
product, how would you respond? What data could you provide to support your
approach?

A: In one instance, leadership initially questioned my focus on individual

detailing meetings given limited capacity to scale. However, by showcasing sales
growth trends, increased clinical trial recruitment and high rates of peer-to-peer
referrals from engaged HCPs, I obtained buy-in on my high-touch approach. Combining
transactional and behavioral data with testimonials on partnership impact
quantified the relationship-building lift generated, proving a robust ROI. When
equipped with multi-dimensional analytics demonstrating outcomes, I can readily
reinforce strategies with sound logic.