From Sales Rep to President: Teamwork and Leadership Lessons With Jen Cart
What if you take that leap of faith in the Medical Device Industry?
In this compelling episode of Secrets in Medical Device Sales, The Girls of Grit interview Jen Cart, a trailblazer who has navigated a remarkable career trajectory from sales professional to Vice President and ultimately President in the clinical diagnostics industry.
Jen’s journey began with entrepreneurial ventures in dietitian consulting before transitioning to healthcare sales, where she thrived in roles spanning pharmaceuticals, medical devices, and clinical diagnostics.
She emphasizes the importance of bold career moves and the invaluable role of mentors in her professional growth. She discusses overcoming obstacles and fostering a team-centric approach to leadership, highlighting her passion for empowering small and medium-sized businesses to achieve sales excellence.
This episode is full of inspiring insights on resilience, mentorship, and the transformative power of embracing change in the competitive landscape of medical device sales.
Must-Hear Insights and Key Moments
Gain the Confidence to Take Bold Career Moves: Learn how Jen’s journey from sales rep to VP and then President exemplifies the power of making bold, calculated career decisions.
Understand the Value of Mentorship: Discover how surrounding yourself with mentors can provide crucial guidance and support, enhancing your professional growth.
Learn to Adapt to New Challenges: Hear about Jen’s transition from pharmaceuticals to medical devices, and understand the importance of adaptability and continuous learning in your career.
Appreciate the Power of a Team-Oriented Culture: Understand how fostering a collaborative team environment can drive success, as demonstrated by Jen’s emphasis on teamwork and support.
Develop Your Creative Problem-Solving Skills: Gain insights into how Jen’s creative approaches to overcoming sales and operational challenges can inspire you to think outside the box.
Master Leading Through Crisis: Learn from Jen’s experience of leading her team effectively during the pandemic, gaining tips on how to maintain vision, decisiveness, and resilience under pressure.
Inspire Yourself to Continuously Evolve: Take away Jen’s advice on the importance of reinventing yourself and staying relevant in a changing industry, encouraging you to seek ongoing growth and new opportunities.
Discover the Power of Following Your Passion: Find out how Jen’s focus on sales and helping businesses succeed underscores the importance of pursuing what you truly love.
Turn Setbacks into Learning Opportunities: Learn from Jen’s experiences with obstacles and setbacks, gaining a new perspective on how to use challenges as stepping stones to success.
Empower Your Team Through Leadership: Understand how Jen’s leadership style, focused on empowering and supporting her team, can inspire you to foster a culture of growth and success within your organization.
Words of Wisdom: Standout Quotes from This Episode
“Do right by the patient and everything will follow.” — Jen Cart
“Don’t think that everybody is going to do and drive as hard as you, and that's just part of the learning process.” — Jen Cart
“You can't lead the horse, just the water sometimes, and you do have to make them drink.” — Jen Cart
“If you want to make a big step and a big move, make that big step and big move and know that you're good, you have experience and you can make a change.” — Jen Cart
“If that big step didn't work out, know that you still learn and get something from it.” — Jen Cart
“There is a professional relationship and that professional relationship should be maintained at all times.” — Jen Cart
“By being aware of who you are, how you do things, and knowing your strengths can always help you advance.” — Cynthia Ficara
“Always identify that the team was an intricate part of it and the most important part of the whole thing.” — Anneliese Rhodes
Mentioned on the Show:
About Jen Cart:
Jennifer Cart or ‘Jen’ is a distinguished Global Executive with a proven track record in sales leadership, business development, and commercialization. She excels in driving organizational growth through empowered teams and innovative cultures, strategically positioning multimillion-dollar organizations for sustained growth.
Known for developing high-performing teams, Jen enhances performance through training, coaching, and mentorship, with a leadership style grounded in fairness, honesty, and mutual respect.
As an Outsourced VP of Sales and Certified Sales Operating Management System expert, Jennifer specializes in building sales infrastructures for growth. Her journey from sales rep to President of a global diagnostics company showcases her resilience and vision, inspiring professionals across the medical device and healthcare sectors.
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A Team Dklutr production
Blog Transcript:
Note: We use AI transcription so there may be some inaccuracies
Anneliese Rhodes: So today we have a very special guest with us and she happens to be one of my really good friends and a mentor of mine. We have Jen Cart with us and Jennifer Cart has a long history, a big background in medical device sales, leadership positions, and she's actually now into a new venture, which I'll have her tell all of you more about.
I'm just so excited to introduce you all to Jen today because I think she brings a wealth of knowledge expertise and experience to our listeners and can talk about some things that I think Cindy and I touch on here and there, but it's always nice to hear it from firsthand and to hear about your struggles and how you overcame them, but also your climb from sales rep to president of a company.
Cynthia Ficara: We are so happy to have you, and this is always special to have one of your friends on as well, but somebody also who has achieved as much as you have and overcomes a lot to be where you are. It's so inspiring to hear your climb. So without further ado, I would like to welcome you and please tell us more about yourself.
Jen Cart: I appreciate you guys having me on and I love your podcast. You guys are doing amazing things out there to help everyone, not just women, but everyone who wants to get into medical device sales. It's one of those areas that people strive for, right? Because it looks like a fun job, and there's a lot of money, and you're important to the physicians, you're important to the patients, and so that ends up being a very rewarding position.
I, like most people, didn't necessarily set out like that. I set out to be a registered dietician. That's what I went to college for, I went to a career day in high school, and at a hospital, I was like, dietician, I love this idea. So I proceeded forward, found out how to get a registered dietitian status, went to the University of Florida, did an internship at Mayo Clinic, and then my first real opportunity to start two businesses out of college was meeting a mentor, my first real out of college mentor, Dr. Kathy Christie, and I saw her at a meeting, where she was presenting as a dietitian, And I was like, I want to do what you do. Can I learn from you? Can I spend time with you? Can I shadow you? And she was very open to it.
So I did and then what happened was her career changed where she was writing books and growing her status and what she was proceeding forward in her life.
So I ended up taking on some of her accounts which gave me a chance to take on some of the base business, but then add accounts of myself. So I was a registered acquisition in two businesses for five years in Jacksonville. And then, my next opportunity was like, why do I want to have this roller coaster of having my own business?
It was scary, you know, times worry about paying bills and things like that.
So, after going forward with the pharm dietician stuff, I decided to try pharmaceutical sales because I was really tired of the roller coaster of worrying about money from month to month and week to week. And when you have your own business, and you're in the service business because of my time.
Working with hospitals, and patients was how I got paid. So, I decided to do pharmaceuticals and met this regional sales manager who hired me. This was kind of a big step because they always want people with sales experience and I had to parlay my dietician consulting services into sales experience.
So I didn't really have any official sales experience, but Bristol Myers Squibb ended up training me, as a sales rep. So I think a lot of people end up with a background for their base training, for sales. I did that for a year and a half, not very long and I kind of maxed out. I just felt like I hit the wall and it wasn't as rewarding.
So, I decided to try to get into medical devices and I had an opportunity with one of the cardiologists that I was calling on and I asked him, I said, you know, I'm so bored, what are you doing tomorrow? And he's like, well, I'm gonna be in the cath lab. I said, can I shadow you in the cath lab?
Can I just watch what you do and see what you do? And he said, yeah, sure. So I did that and saw the Silverhawk for the first time. So that was box hollow, the device in use and I was like, I want to do that and that is what I want to do. I mean, it was just like, this has got to be the most fun opportunity ever, but that was a very hard decision to get into Lisa, as you know, getting into medical devices is very difficult.
Especially when you come from pharmaceuticals, they do not like pharmaceutical reps because they think you don't sell, you're just marketing et cetera.
So Brad's no was my break there. I convinced Brad and I asked him. I said, what's one thing that needs to be done in this area, in the territory of Fox Hall for Silverhawk? And he said, I'm having a hard time meeting with this particular vascular surgeon and I didn't know the vascular surgeon at all.
I said, if I get you a meeting with him, can you at least give me an interview for the position? I'm not saying give me the job, but at least give me a chance to interview, cause he already told me no way, I'm not going to hire you, and he goes, yes. So, I had lunch with the vascular surgeon. I brought Brad in so he could do his presentation and he gave me an interview.
And so I got the opportunity to get the job, which was great because Fox hollow with early stages, shifting the paradigm of peripheral vascular disease, then, you know, it was just the most incredible ride of my career. I absolutely had a ball with that, like really most great companies, they got acquired and acquired and acquired.
I wrote a little bit about that train, but at some point, I got off and went to a competitor. I realized that the competitor's product wasn't as good as Silverhawk's. One thing I learned from Dr. John Simpson, who was the creator of the Silverhawk, is to do right by the patient and everything will follow.
I just thought that the competitive device I went to, just wasn't right. So I decided to take a break and I worked in and did clinical diagnostics through a distributor network with Diatherix. I did that for a year, but the distributor that I was working with, I didn't feel like was ethical in their approach and how they were doing business.
So I left that and then I went back to EV3, which was the first acquirer of Fox Hollow and was there for a while. And then eventually it was Covidien, and during my time at Kavinian, and I think Lisa, I believe you and I were in the same region at this time. I don't remember exactly, but I'm pretty sure it was around this time. I was driving back from Brunswick as part of my territory, and I just stopped at Kentucky Fried Chicken and got a KFC bowl with a large unsweet tea, I was not exactly the best eater as a dietitian, and I was driving down the road, on 95 with my knees, eating my KFC bowl, drinking my tea after my case.
I got a call from Dennis Grimaud, CEO of Dietherics who I worked with through the distributor network, the clinical diagnostics company.
And it had been five years since I talked to him. And I said, oh, it's so great to hear from you, how are you doing? What's going on? He goes, well, he went thinking about you the other day, and I wanted to see if you want to come on board as the vice president of sales for Diatherix.
Now, at this point, I have zero experience in management. I've always been a field rep, Dennis is still a mentor of mine today and that was a really big break. I mean, Brad Snow gave me a big break. Dr. Christie gave me a big break, and Dennis Grodd gave me a big break, they saw something in me and gave me a chance.
And that changed the trajectory of my career. It really did and it was a huge, another huge positive step up in the ladder of life. So I came on board as the vice president of sales for Dietherix and there were 18, and 18 sales reps across the US and two regional sales managers.
So, I did that for a couple of years, and then a larger global business acquired Dietherix and I stayed on as VP of sales, but eventually became a president after a couple of years and then moved on after that within the larger global company in another role and then off to another medical device company until I've landed where I am today, in my own business, helping small and medium-sized businesses that need assistance in sales or new sales leadership or executive help in their business. So hopefully that wasn't too long of an explanation, but that's kind of.
Cynthia Ficara: That is just quite a climb and I mean, just to kind of go back because there were just so many great things that you said, but I feel like when you mentioned you were in pharmaceutical sales, I did have a question when you went to medical device, what was that change like in selling for pharmaceuticals and then going to sell in medical device.
Cause I think we've got listeners out there who are in both and I'm just very curious if you could explain what that change was like.
Jen Cart: I would say in one word, it was a freeing experience, but when I was in pharmaceutical sales, my first time at Bristol Myers, it was a little bit more free, you could take doctors golfing, it was before, all of the pharma code changes.
And so it was more fun, back then. In the 2000s and beyond, it started changing and it became really less fun, more restricted, more controlled, and mostly focused on what you couldn't do versus what you could do. Medical device sales were more free depending on the company, it's very specific and I had the extra special experience that Fox Hollow gave that, most people, again, even nowadays, I don't think medical device companies have as much of that genuine culture and enthusiasm.
A lot of that's built by the leadership, of course, but it was so fun and the best part about it was that you were very valued by the physicians. I mean, doctors will not start cases without you being there and they built their schedule around your schedule because you were so important to the case.
So when I was at pharmaceutical sales, I felt not important, not valued, just kind of like a people joke, like a UPS delivery where you're dropping off the drugs. I don't want to belittle that because I had a wonderful experience at Bristol Myers, it’s a great company.
I learned a lot and I love the doctor relationship, but the depth in which you've impacted patients was very different.
Cynthia Ficara: And it also seems that by listening to your pathway, you had a drive for more. I mean, I loved your move of being creative in seeking out a vascular surgeon that you didn't even know and was able to get a meeting and get an interview.
And I think that just shows your drive and how you stand out. I just really think that was something I really wanted to applaud you for because I thought that was an awesome idea.
Jen Cart: Thank you, it's one of those things. I mean, I just asked him what he needed and wanted to get. I want this meeting with this person, so, pharmaceutical reps were less difficult to get meetings and you bring in lunches and things like that.
He was considered back then, back in the day, vascular surgeons did not do endovascular procedures as much. They were very much against it, and only the gold standard was open, femoral popliteal bypass. And so he didn't want to have any part of hearing about a new device at that time, because the vascular surgeons thought they were going to be able to push this out.
And so, I was less threatening to come in and bring, and it was a little Trojan horse-ish to bring Brad to the meeting but that's how badly I wanted it. And I told him, I explained to him, I've seen the case and it's amazing, I mean, who am I? I was a rep and I didn't know anything about peripheral vascular disease at the time.
But these pivotal points that you don't always plan for happening but there's about the people and them knowing you and what you can do, and sometimes it's just asking, just like you ask for business and sales, you ask people to help you and almost always people are willing to help you.
There's great pride in seeing somebody develop their career.
Anneliese Rhodes: Jen, I have always looked up to you for multiple things, but I'll tell you, you really have gumption. I mean, you go after what you want and I love that about you and you do it in a way that's not too pushy, that's not too sales-y, but that is very confident, and I think that a lot of women today struggle with that. They don't want to be seen as too confident or too pushy or maybe on the flip side, they're just too meek and they're too scared to ask for that.
So, this is a two-part question. Number one, is that just part of you and who you always have been? Or was that something that you had to work on? And then number two, what advice would you give to women? Maybe either in your position or looking to get into your position of calling on those scary doctors or going for that next big job.
What would you tell them?
Jen Cart: There's a certain part of personality or gumption as you mentioned. That's kind of in you, that's kind of a characteristic. I have to say that over the years, my goal has been to, I don't want to say dial that back, but round it out and soften it a little bit.
Because, even though there is professionalism, courtesy, and all those things, you do have to, especially as I went higher up in the business world, the career world, I did have to kind of soften those things. I had edges and had to reduce my edges and reduce my push sometimes, and especially recognize that not everybody drives as hard as I do.
I had to sometimes pace myself with the team and that was one of the things that I learned. Becoming president was not thinking that everybody was going to do and drive as hard as I was and that's just part of the learning process.
I mean, if it's not really in their nature, what I've learned is there are so many different styles to people.
My friend, Christine Goldman is a perfect example of a great, successful person in medical devices, incredibly successful. Her personality and her approach are a 180 from mine. She is sweet and nice and mild-mannered. I am like loud and you know we're very different, but we were successful in our ways with our different styles.
So I think you can be successful both ways, but you do have to, just like in sales, you do have to push the envelope sometimes and there are different ways of doing that.
And you do still have to ask for the business, you can't lead the horse, just the water sometimes and you do have to make them drink.
And I don't know if that's probably not the right thing to say in sales, but sometimes you have to kind of challenge them and you have that. That's where the confidence comes in with physicians in particular because they can be intimidating.
If a woman is really intimidated by most people, they have to get over the intimidation factor first before you can even really get into that kind of business because it'll be an incredibly intimidating world, from the physicians to the front gatekeeper to the nurses you do have to have confidence and respect for yourself and understand that you're there to do a job and your job is important.
Everybody has a job that's important but it doesn't mean you're a lot less important just because you don't have an MD. Your job is to educate, and help the physician, provide them with the information that's going to make them successful, make their patients better, and make their overall case outcomes successful.
Cynthia Ficara: You are very self-aware and that's quite evident. And I think that's very important for anybody who is trying to go to another step. I think sometimes just being aware of who you are, how you do things, and knowing your strengths can always help you advance.
So one of the things that I'm very curious about is the amazing leap you took from being a rep to a VP and you just touched on something that I think is so important throughout life and maybe it is mixed in your DNA is that confidence.
So when you took that leap, what did you do at that time to be confident or to build your confidence as a VP?
Jen Cart: Well, I always consult my mentors. So at that time, Tim Lanier, who was the vice president of sales when I was at Ion, pulled me aside and said, Jen, you'd be a great manager, great leader, let's put you through the leadership program.
I was like, why would I ever wanna be a manager of 10 people just like me? I know I'm one of a handful of managers who make less money, and they have 10 headaches. You know, it's crazy, so I never did it. I never did that, but then, I leaned on him when I got that call from Dennis.
For Diatherix CPS sales, I called him and talked to him, and encouraged me. He gave me support and he said he'd be there for me, as I navigated it because just the HR roles and personnel management and difficult situations, I had none of that experience.
That's what I did, I Would say that I was more scared taking the rep to VP of sales job than I was the VP of a sales job to the president, it was much more of a scary movie because I didn't have, what I thought was the core experience with the main purpose of the job, which is to manage people, and I had zero experience of that and I was like really scared and I always say to myself, worst case scenario, I'll just get another job, and, you don't go into it expecting to fail, but give yourself a little grace and realize that if you want it to make a big step and a big move, make that big step and big move and know that you have experience and you have the ability to make a change.
If that big step didn't work out, you still learn something from it, you still get something from it. And hopefully, you still give that company something that makes it more valuable for the next person that comes into that position.
Anneliese Rhodes: Very well-spoken and very well-said and you obviously went about it the right way.
You call the people that you look up to, that you see as great leaders because you want to fashion yourself just like them. And I think that's really important. I'm assuming you probably looked into books as well on leadership and really made yourself more knowledgeable in the places that you felt that you needed to kind of up your game in that.
And there's no shame in the game with that. I mean, I think, we're all looking for promotions and moving up the ladder, whatever you want to say, we all have to up our games, otherwise, we're not going to get those positions or we're going to fail when we get there. So, did you look at any leadership books?
Did you read any? Are there any that you really enjoy and that you really took home and saw effect with your team as you were leading them?
Jen Cart: I've Stacey and Zing Zing used to, she's one of my mentors, you know, Stacey Lisa, and she used to give books out for birthday presents at EV3, I mean, what an incredible leader.
So several of the books that she gave were great, like ‘How Remarkable Women Lead’ EV3, one of the speakers, I think his name was David Marquette, and he did Turn the Ship Around. Kevin Cordell gave me a book, called ‘The Five Dysfunctions of a Leader.’
I didn't research any books, my mentors told me the books that they loved, and that was the ones that they thought I should read.
Anneliese Rhodes: All right, maybe pivoting just a hair. So not everything is sunshine and rainbows when you're a VP of sales or president for that matter.
And obviously small hurdles and big hurdles and what maybe are some of the lessons that you learned through your time in that company, not just moving from VP to president, but maybe something that kind of really stood out to you, that you took home and you've made changes and you've seen improvements from that.
Jen Cart: So, right up out of the gate when I joined Diatherix and Dennis, basically said everything was roses and wonderful.
The team had 18 sales reps and two managers, but the compensation plan didn't align with the business objectives and overall business goals. And so the first thing I did was change the compensation plan, the same compensation plan that they had been well compensated on for years.
And that was like, whoa, I mean, they absolutely freaked out. I mean, you know how it is, like any time you mess with people's comp, they just go sideways and it was very scary. I mean, because they were very unhappy, but it's one of those things that you have to do right for the business and the business is what matters.
That's what's going to be driving, the salespeople are important. They're the engine, they're the ones that create the revenue and we want to keep the good performers, so there was a risk there and you just have to manage your risk. I explained to them what the new comp plan was and why the comp plan was changing.
It was trying to incentivize the right behaviors instead of incentivizing low-profit margin, lower valued testing incentivize higher profit margin, things that were better for the business, which means more money for the business means more everything, more rewards, more opportunities to grow, more stability.
So they came around, that was a scary step, right up out of the gate.
Cynthia Ficara: So when that happened, and I think many companies have been in maybe a similar situation or something similar to that. And when it's not communicated, I think that sometimes that's when you have that reaction of, I don't understand why would this be happening?
So you clearly had a vision of what was good for the company and then brought everybody to believe this and see this. So how did you stay strong in that to stand your ground and say, we are doing this for a reason to get behind me and grow with me?
Jen Cart: The strength really comes from the team. I had the CEO, Dennis, and I had the CFO at the time, Teresa. and Then I had my regional sales managers, David and Pete. The first step is to really pass it by them, and mull it over with them. We looked at everybody and we want it to be fair and consistent because that's what people really get upset about when things are not fair, you know?
I needed to pressure test it, so we modeled it out and I brought in a consultant that I had met at EV3 who did our compensation plans at EV3 and had him help me cause I'd never done a comp plan before ever. I knew how to try to win, you know, as a rep, but I was like, I want to create a comp plan, so I brought him in and modeled it out.
I guess the support, I had them on the call with me when I delivered the compensation plan because I wanted them to know first of all, they had tremendous respect for Dennis, and they knew him, they loved him, he was family, and he treated them like family. So I had him prepared to chime in and support and say why and what this means to the business and why this is important, there's a united front.
It's not just like, hey, you guys are getting paid wrong and we're done with that. There was more explanation in the team and everything that I feel like I've done successfully or in my career that I would say I'm proud of is, having other people around me who have helped me do the best that I can do with their help and their support — that's just critical function, moving forward in any aspect of my life.
Anneliese Rhodes: It's funny, I mean, we've interviewed a fair amount of leaders, and every single one of them talks about their team and they give credit to their team rather than saying, I've done this and I've done that. Well, this was my idea.
It's always about the team and I think if we could drive home one thing, Cindy, it's like leadership should be this, there should be the word team and leadership. It's wonderful to hear that coming from you as well, Jen, especially because you came straight from the field, you know, you were, some of one.
And everyone has this thought that all of us out here are sales reps and we're just in it for our own good. But the truth is, most of us are in it for the team. I mean, we work with a team every day. We've got a doctor, we've got nurses, we've got the staff. We have a team that we work with and I love how you are able to carry from sales into a major VP role and always identify that the team was an intricate part of it and the most important part of the whole thing.
Cynthia Ficara: So in all that you've learned with every position that you've grown, can you tell us just a little bit about what exactly you're doing now in your new business?
Jen Cart: I've just basically tried to harness all the things that I've learned in my career and help small and medium-sized businesses be better, get better at sales, whether it's sales strategies. I can mention compensation plans, personnel assessments, hiring, and firing, the best way to describe it.
And this is kind of a thing that's out there as fractional VPs of sales, outsourced VPs of sales. That's what I'm essentially doing now. I had decided after I was president, I really enjoyed it, don't get me wrong. To be in that position again, I mean, that was a special circumstance to get there because of the company and the knowledge and how all that transpired.
But I really just like getting back to the roots of wrapping my arms around sales, that is my wheelhouse, and I enjoy it. I like seeing the benefits to the benefit to owners, so they can see like wow, I mean just the relief that comes from the efficiency of the stress relief and having things in line because I hate to say it and maybe not every sales rep knows this but owners really don't like salespeople. They're a pain in the rear usually and it's because they're demanding and they want this and want that. They always have an explanation if they're not selling that kind of thing.
And so if things aren't set up right, salespeople have certain needs that the owners need to make sure they make, and then it's good, then the relationship is good and everybody understands. There's clarity, like expectations, compensation, all those things are clear, but salespeople are awesome, but they have special needs and I understand as you do, Lisa, I mean, if you're a salesperson, you understand and so I just helped bridge that gap and help them love their salespeople and harness their future and the productivity.
Anneliese Rhodes: I love that. I mean, building a team from the ground up and you're right, and sales, we pride ourselves on being the engines, being the ones that are out there, getting it done day to day. It's not easy and sales, you know, you put up with a lot of stuff and you know that better than anyone, Jen.
So I love that you're doing something that really feeds your soul, and seems to be bringing it back down to the basics for you. I mean, that's fantastic.
Jen Cart: It is down to the basics and it's fun. I really want to have fun in life and spend more time in the higher level positions and that's the one thing people have to consider if they want to pursue that. It's a very consuming life and there are times in your life when you're okay being consumed by your job and there are times that you don't want to be consumed.
I'm at a place I don't want to be consumed because I have my son, who's going to be going to college soon. And this is a precious time that I will never get back. You know, I just need that. I want to be here, I want to ride in the car and listen to him talk instead of being on the team's call. It’s the time to breathe and to focus on what is now, not that my son wasn't important before my family wasn't important before.
Cause you know, I was in it and I was doing it, but to kind of refocus and drop the other aspects.
Anneliese Rhodes: So before we let you go and we ask you about all your contact information, I have one question for you to leave with all of our listeners and this is a surprise question. You're a stellar sales rep, what's the one piece of advice that you can give to all of the sales reps out there, whoever's listening to become a stellar sales rep, just like you hit president's club, be regarded as one of the best in the company.
What's one piece of advice or more that you could leave our listeners with?
Jen Cart: Well, never call a doctor by their first name.
You should always call them Dr. because there is a professional relationship and that professional relationship should be maintained at all times. I've had exceptions to those rules where essentially the husband and wife and myself and my husband would go on trips to Italy and things like that.
I wouldn't call them by their doctor's name when we're traveling, but other than that, like day-to-day on the phone, on text messages, whatever. I just think it's so important, especially if it's the opposite sex or whatever potential attractions, that you always dress professionally, and conduct yourself professionally.
And you know those are things that I have lived by and feel like in this world, especially if you're a woman, and many of the physicians are men, perception is very important. Perception with the staff, with the nurses, with their spouses, with your spouse, and the professional conduct best upholds that perception and never being inappropriate or joking around inappropriately because those things, people remember that and it's hard to come back.
I've seen people, this happens to other ladies and it's easy to avoid.
Anneliese Rhodes: That's a great piece of advice, Jen.
Cynthia Ficara: Excellent, and I found you so inspiring. I listened to everything and I feel like you just took a leap of faith in all that you've done and even to where you are now and to hear that you have time to breathe, to be yourself, and still be able to give back in a career and a passion and have a family is just admirable.
So I want to say congratulations to you because it's very well earned. So could you tell our listeners where to find you if they are interested in any of the services that you provide in your new role, please let us know.
