Job Spec – Key Account Manager Greater London.
JUNE MEDICAL UK is a privately owned, award winning market leading medical device company focused on women’s health. Our head office is in Marlow, Bucks, and we are a team of 10 passionate, smart and fun individuals who are looking to expand our team.
We are doing well! Our company group achievements include:
• Top 30 Most Caring Companies in UK 2017
• Finalist First Women ENTREPRENEUR of THE YEAR 2017
• WINNER of SME Excellence Award 2016 and 2017
• BUSINESS LEADER OF THE YEAR Award Finalist 2016 and 2017
• Case study for TTIP 2016
• Case Study GROWTH HUB Department for Business Innovation & Skills (BIS) 2016
• BEST NEW BUSINESS Award Winner 2015
• Supported by UK TRADE & INVESTMENT (UKTI) 2014
We just keep growing, we have just launched our second new product of the year with another to come before Christmas.
Your responsibility will be to find out everything there is to know about our customers in the Greater London area and to know everything there is to know about our products….and then find out where you have a perfect match. Hard selling is not our thing!
You ideally need to be have experience working in the Greater London area providing the NHS and private sector with medical, surgical or clinical devices. Therefore, you will be comfortable in an operating theatre, and with surgical procedures. (Even if you may not tick all the boxes, but are clever, fast thinking, fun, hardworking, honest, straight forward and ethical we’d like to hear from you. Full product and skills training will be provided.
Salary depends on person (between 25-38k) plus travel allowance, pension and healthcare. Bonus between 10-20% (to be discussed).
Starting time as soon as you are ready.
Are you ready to be important?
In september, we have a new apprentice start, on a rotation program between 3 of my companies. She is in for a treat very different to most apprenticeships: she originally didn’t want to do one, because she was afraid she would be filing and making tea for a year.
Not with us. Here, you learn.
When Ifsa (our first apprentice) started, we gave her responsibility for the entire Continue reading Two new people to help find their strengths!! Who’s excited!?!
When doctors learn a new procedure or product, they train on plastic or computer simulators, and/or actual live patients (who often don’t realize it). This causes unnecessary harm and suffering, and surgical errors cost the NHS billions.
This of course wasn’t a problem when few innovations came through, but today it has doubled from just 5 years ago. Patients are injured and even killed, because learning curves aren’t completed before going into live surgery (including children).
We train doctors to be better surgeons, by providing donated cadaveric tissue instead of training on live patients.
Our company’s potential is enormous, but our topic is emotional and sensitive. Guidance end expert advise will give us a higher chance of getting this right, and if we do, we will all benefit: for every surgeon we train, the improved outcomes impacts every patient they will ever operate on.
Our work is threefold:
Policy – to change guidelines
Funding – to give doctors the funds and time off to train
Availability – increase awareness of cadaver donations (as opposed to just organ donation, which most have heard of).
For us, our work really DO make a difference between life and death. We are passionate about our vision, and hope you will be too.
(and it is pronounced [ell-med-ack] )
(and you can read more about LMEDAC here)
(and you can donate your body here)
Here is what a leader with a big ego will do:
- Being defensive. (Early sign: Defending ideas. Ultimately turns into becoming defensive.)
- Comparing to others. If you continually compare yourself to others, you will actually become less competitive. Too inward focusing!
- Seeking acceptance to justify your ego needs. You crave respect and recognition from others, which eventually interferes with your success.
- Show off: You make a point of showcasing your brilliance.
- You think you have all the answers.
- Reject advice. Not smart.
- Can’t admit to being wrong. Ever pushed an idea through, even though you had that sinking feeling in your gut? Cut your loss and regroup instead. Only weak leaders have a hard time doing this.
None of this will make your business stronger, bigger or healthier, and none if this will foster good leaders around you.
Got a big ego? I suggest you send it on holiday for a few weeks and see how you get on without it. You just may be surprised.
I’ve yet to meet anyone complaining someone’s ego is too small.
Oh yes, it is.
Me starting a company is personal. VERY personal. I put my career into this, my skill, my talent, my goodwill, my credibility. I have used every contact I have, every favour I was owed and every connection I could think of. I have convinced people I CAN DO THIS, despite their lack of belief, their concern for my family, or their worry about my future.
I have had talks with every employee coming onboard, convincing them that this is THE PLACE TO BE, we are going places, we will be a company to grow and develop in.
So if you for even a second think that a startup or an established company isn’t PERSONAL to the founder and owner, think again.
Every single record on Companies House is a manifest of a dream, a vision, an act of bravery. It is a rebel act against facts and statistics, and a streak of both genius and crazy.
You may not like what we do. You may not even care. But know this: for EVERY company out there, there is at least ONE person for whom it is personal.
Very, very personal.
What I do is so frustrating sometimes.
My medical device company helps women with incontinence , prolapse and IVF, and it gets people back to living the life they deserve. It doesn’t save lives (like cancer drugs do) but they do give back joy. I am so proud of that.
But obviously, I wish that what I do could help (save) my dad. He has prostate cancer, and he has been fighting for ten years. He is really struggling now, and I can’t help. We are past the time when I can find and suggest new drugs, and we are past the time when I can hope that new innovations will be the cure. We are running out of time. HE is running out of time.
And this week it is really hard to remember that even though I can’t help my Dad, I can help your Mum. And all the work that is ongoing WILL at some point find a cure to the curse that is cancer.
And since I can’t save my Dad, I will do my very, very best to help your Mum.
I asked….and they didn’t know. I was a bit saddened by that. They looked so lost.
I asked them what their strength was; 29 out of 58 wasn’t able to write down anything on the paper in front of them. Just a sad face in the space where their strength was supposed to be.
A room full of young people, 85% had already told me they didn’t know what they wanted to do, or be, or dream of. A few were clear: focused goals and a plan of how to get there….but the majority looked like deer in headlight; “Oh no, will this be another grown-up telling me what I should do..?”
So I told them. Loud and clear, I let them know that I wasn’t going to tell them a single thing about what to do with their lives. A few looked like they were thinking I wasn’t being very helpful. That may very well be true. But I wanted to give them a bigger gift than that.
I wanted to give them a tool to figure it out for themselves.
So we spent an hour together, talking about two major things:
- Body language. How to figure out what someone is saying when they are not using just their words. And, perhaps more importantly, how to communicate back and forth on that level.
- Strengths. Not weaknesses. Not fixing “what you have to be better at”. I told them to stop wasting their time, because trying to fix your weaknesses is fighting nature. Make sure your weaknesses isn’t putting barriers up for you, but don’t strive to be better than someone else in an area of weakness. Focus on your strengths: Find them, hone them, practice them.
Show off your strengths. Wear them like a badge of honour, a crown on your head, a halo of skill leading your way.
And then we talked about how. And we practiced, because if you don’t know what your skill IS, how are you going to know how to do all that?
More about that later. Sign up to get a notice when I spend time to develop that part of the conversation.
if you made it here, I will pay you £3.
Please invoice me.
When I was younger I was sick for a long time, and my family put so much aside to care for me. They were so worried, and so scared. I can’t even imagine how they made it through what must have been dark and exhausting years of or lives (that I actually don’t remember much of; I think I’m lucky that way).
I am sure all children feel that they owe their parents a lot, but for me it feels even more true. I owe them years, literally. And that’s why now, when my dad is going another round fighting infections and side effects from the heavy medication he is on to battle his metastatic prostate cancer, I can’t imagine being anywhere but by his side, just like he never left mine for all those years.
It breaks my heart, again and again, but I will NEVER waiver.
I can understand why children struggle with being close to their parents as the shadows creep in: it is hard to watch someone battle and lose. Especially when they are your hero and the one who taught you how to win to begin with.
Sometimes I don’t know what to say, and sometimes I find myself being forcefully shrill and cheerful as I try to keep the sadness at bay. And sometimes I can’t do anything but just sit there and we cry. Mostly me. He is still trying to keep it together; I suspect he cries more after I leave, just to protect me.
He doesn’t know what day of the week it is anymore, and the pain rides his mind like a cruel cowboy.
But my father still tries to protect me.
I like open plan offices, as it encourages communication. But does it work as well as we think?
Think about average number of distractions during an average work day…..Now take that number and multiply it by 23.
That’s how many minutes of concentration you actually lose. You see, it takes an average of 23 minutes and 15 seconds to return to the original task after an interruption, according to Gloria Mark, who studies digital distraction.
Distractions side track you for up to a half hour!
In other words, that “30 seconds to check Twitter” isn’t just 30 seconds down the drain. It’s 23 minutes and 45 seconds. (very few of the twitter posts I read are worth that kind of investment, but perhaps I am just following the wrong people… !)
And all these distractions not only hurt effectiveness, they make us stressed, grumpy and less sharp: “Our research has shown that attention distraction can lead to higher stress, a bad mood and lower productivity,” Mark wrote.
Are we victims or villains?!
Interestingly enough, half the interruptions were self-inflicted. Working on a task and switching tabs to check Facebook, for example, is a self-inflicted interruption. As opposed to, say, a coworker walking over to discuss a project.
We are, essentially, playing tennis with our cognitive energies, volleying them back and forth at a moment’s notice. Only unlike a tennis ball, our brain takes a little time to switch directions. More like a really large ferry…!
And the problem isn’t just the time wasted. We’re sacrificing some of our best thinking: if you keep jumping between different topics and thoughts, how deep can you really get into a subject?!
Does this resonate with you? It does with me. I just don’t know what to do about it yet.