Emily Kloeben
GE Healthcare
I graduated in 2004 as a Biomedical Engineer. I wanted a job that combined my interests: developing business skills, applying my biomedical engineering knowledge and most importantly improving quality of life through the implementation of technology. I interviewed for a wide spectrum of jobs from Teach for America to financial consulting to engineering. I was somewhat at a loss and very confused about what should come next for me after Duke. Another Duke alum alerted me about a position at Medtronic that would incorporate my passion for patient care, biomedical technology, and business acumen. Medtronic's mission: "To improve quality of life through the implementation of medical technology" matched the objective statement on my resume almost word for word. I knew it would be a fit and I gladly accepted the job offer to be a Clinical Specialist in New York City.
Following Duke, I moved to Manhattan and quickly learned the highs and lows of operating room sales. The intense competition and pace of the job was exciting but intimidating at first. I was entrusted to select the appropriate cardiac devices for patients based upon their clinical history. In doing so, I would have to convince cardiothoracic surgeons or electrophysiologists to select Medtronic over the competition as the appropriate device for their patient. Then I would work side by side with the physician in the OR as they implanted the device to provide catheter delivery systems, leads, and the device, while running diagnostic tests to ensure the device could appropriately shock a patient out of deadly arrhythmias. At the end of the day, I went home knowing that patient's hearts were beating normally and they could lead a better quality of life.
After two years with Medtronic, I craved more responsibility and personal development. During this time, I read an article in Business Week titled, "If you need a CEO, call GE." GE's corporate culture focuses around developing business leaders. Additionally, Jeff Immelt (CEO, GE) and Joe Hogan (CEO, GE Healthcare) both started in sales positions and worked their way up the corporate ladder. I applied to GE's Commercial Leadership Program and accepted the job offer in the first 20 minutes of the interview. I was sold on selling for GE and felt very fortunate that the feeling was mutual.
I joined GE Healthcare in February 2006. The CLP Program is an 18 month rotational development program that aspires to build GE's next generation of commercial leaders. Throughout the three rotations, you spend time working with the sales team as well as the marketing team, are closely mentored by top talent employees, and are exposed to GE's top business leaders. True to GE's culture, within my first month on the job my manager asked me to deliver part of her annual business review to our VP of Sales and other commercial general managers. I consider this type of development and exposure to be the most rewarding aspect of working for GE. This type of exposure can be terrifying and thrilling at the same time, but if you're not constantly pushing the limits then you're not achieving your maximum potential. Believe me, GE will keep you on the edge of your seat!
Last October, I assumed my role as Academic Account Manager for the Yale New Haven Health System and other clients in Southern CT. I am responsible for selling GE's full line of diagnostic imaging and healthcare IT products. This includes CT, MR, PETCT, Nuclear Medicine, Xray, Mammography, PACS, RIS, and Interventional products....and maybe a few others that I am forgetting! As the account manager, I lead the team of service engineers, architects, and product managers to develop and execute an account strategy. Typical of all sales jobs, each year I am given a sales OP that is my commitment to the business that I will generate approximately $10-12 million of revenue for General Electric. Although sales can be exhausting, frustrating, and competitive, I find the autonomy and technology to be fascinating. If you want to learn how to run a business, sales is about as close as you can get to running a mini-P&L without the liability of starting your own business.