You are opening a new territory and need to hire the first dental sales rep there. It is tempting to write the same job description you would use to replace someone in an established territory. We advise against it, because the two hires need different skills, experience and candidate profiles.
Robertson Human Asset has been in business since 2000. Here is how we approach a new-territory search with dental equipment and consumables companies.
Established territory or complete build-out?
We ask our clients to define the current state of the territory before we start a search.
An established territory needs someone who can manage existing customer demands, maintain revenue and grow accounts while still hunting for new business. We ask about the customer base, service requirements, pipeline and opportunities for expansion. That helps us recommend the right balance of account management and business development skills.
A complete build-out needs someone who can create opportunities where there may be limited brand recognition, few customers and no established pipeline. Consistent prospecting, planning, resilience and strong relationship-building skills become especially important.
The product changes the picture too. Someone inheriting an established dental consumables territory may need to maintain repeat business, expand product adoption and open new accounts. Someone introducing a new equipment brand may spend much more time securing meetings, arranging demonstrations and building customer confidence before any revenue arrives.
What to define before you post the role
We also ask about:
- territory boundaries;
- competition;
- growth expectations; and
- the support available, which, depending on the product, can include marketing, clinical education, demonstrations, installation and service.
Compensation needs to match the profile you want to attract. An established sales professional may already have a higher base salary and substantial commission income. A territory that needs a complete build-out may not attract that person unless the company supports the development period and offers a credible earnings opportunity.
That is why we recommend aligning the candidate profile, the resources, the expectations and the compensation before the search begins.
What we screen for in someone who will build a territory
We look for evidence that the person has developed business, not only maintained an established territory. We want to know what they inherited, what they personally built and how they got their results.
From our experience, self-motivated, competitive people with a hunter mentality and strong relationship-building skills can be well suited to territory development. That can include athletes who show discipline, resilience and coachability, as well as sales professionals who have consistently created new business. We look for evidence of those qualities in how they work and in what they have achieved.
Existing dentist relationships. These can be valuable, but we check whether they are relevant to the product and the purchasing decision. Knowing dentists does not automatically mean someone can introduce a new product or change an established buying habit. The ability to build new relationships matters just as much.
Equipment or consumables experience. Has the person managed a longer capital equipment sales cycle, including demonstrations and financing discussions? Or have they generated recurring sales through product trials, adoption and account development? We recommend weighing transferable skills alongside specific product experience.
We also ask candidates to walk us through a territory they developed. How did they prioritize prospects, secure meetings, convert their first customers and generate repeat business? What support did they have? How did they respond when their first approach did not work?
We assess self-direction, persistence, planning and coachability, and how well the person can work within the client's resources and infrastructure.
The most common mistake: expecting established results from a build-out
One of the biggest mistakes we have seen is expecting established-territory results from a territory that still has to be built. Developing relationships, earning trust and generating revenue take time. The sales targets, the candidate profile and the compensation plan need to reflect the growth phase.
For example, a company may want an experienced dental sales professional with strong relationships and a successful track record, but offer a modest base salary with commission that depends entirely on new business. If that person already earns a higher base and meaningful commission, the move is a significant financial risk. Ask why the opportunity would make sense for the person you want to attract.
We ask clients to set a realistic territory plan before the search begins. It covers the market opportunity, the sales cycle, the support and the milestones leading to revenue. Early progress may include qualified meetings, demonstrations, product trials and first orders, followed by repeat business.
We recommend a base salary plus commission plan that supports the growth phase. Depending on the territory and the sales cycle, that could include minimum commission or incentive payments tied to agreed KPIs for the first three to six months of the ramp-up. Those KPIs should reward meaningful progress toward building business while revenue develops.
The manager also needs a clear coaching plan and regular reviews of progress. A self-motivated hunter still needs product knowledge, access to resources and support when an opportunity calls for more expertise.
In our experience, helping clients line up these elements has been important to successful territory development. The rep needs the ability to build the business, and the company needs to provide the conditions that let them succeed.
What to do next
If you are opening a new territory, we can help you define the profile and the plan before you post the role. See how we handle dental sales recruiting, read about the Territory Manager role, or book a hiring consult.