Tim Frost

   Tim Frost
Healthcare Development Manager - UK

Like many field-based roles, my working day can either involve me travelling to anywhere within my territory for meetings or working from my home office. As a Healthcare Development Manager, my territory is somewhat larger than the local account managers, as I cover half of the South West Region (with another HDM covering the other half). My furthest customers are 3.5 hours away and my closest are in my local town. I support the account managers in their local territories, managing relationships with the key opinion leaders to try and gain formulary inclusion and adoption of our product portfolio.

6.30 - Up and out with the dog for her morning walk around the local woods – she needs a good run!

8.15After a quick shower, breakfast and a cup of coffee I am in my home office, checking emails and my day’s to-do list. I’m due to meet a colleague at 11 so after confirming how long it will take me (only an hour today) I know I’ve got a bit of time to organise myself this morning.

8.30 - More to add to the to-do list already! I am in the process of negotiating on an account and have been asked by our finance manager to provide more background information. This account is due to complete a formulary review soon. I phone my manager to talk through my numbers and how they compare, how much business am I expecting to gain and how likely are we to win?

9.30 - More emails coming in that I choose to either action now or add to the to-do for later.  I have some large accounts that I support and have had questions come in from the nurses who work at them. A quick enquiry about a product in stock, another about an order’s delivery – these I can deal with quickly. Another from the Tissue Viability Nurse wishing to increase the number of boxes of dressings – I need to forward this on to our AMCARE® purchasing team to action however I know it will help them if there is a bit more information added in. I’m getting tight on time but quickly type up a message and send, pick up my bag, check I have all the literature and print-outs I need today and off I go.

11.00 - I am meeting one of the local account managers as we have a joint meeting within a hospital. We are meeting the procurement team at 12.30 but we had planned to meet earlier to review the planned agenda. Over the past month the account manager has been running an evaluation on the hospital wards and this meeting is to go through these results and hopefully move to the next stage and get a listing and purchases. We sit down with a coffee and talk about the feedback. So far we have only received 10 evaluation forms back but they are all very positive!


12.30 - We share this data with the clinical procurement team – they have also heard positive feedback from the wards. 10 forms will not be enough to enact a change, but the procurement nurse offers to speak to the matrons to help us collect the forms. I ask what other steps are needed to secure the listing? They ask about clamps for the lines -I had known this may arise and had sought an answer from our Product Manager. We discussed the trust protocols that may need to change and the current NICE guidance - they asked for me to speak to my colleagues in other regions as other Trusts may already have created a protocol that can be adapted locally. I also discuss our prices in comparison to their currently used product – any change will be cost neutral or save the trust a small amount - good news!

14.00 - Wow – we’re hungry! We get a bite to eat at the hospital canteen and I have a chance to catch up on emails and voicemail messages.

15.00 - We are meeting with the Tissue Viability Nurses, so we stop at the hospital shop to get some biscuits on the way to their office. I want to ask them about whether they have found a patient for a product they were initially keen to evaluate. No – unfortunately it is still on the shelf! We talk through potential patients they are currently treating, and they are continuing to look for the ideal patient; we agree the account manager is going to follow up with them next week. We also talk about future formulary plans, what is being reviewed and when, and I invite them to a study event later in the year – they will try and make it!

15.45 - Back to the wards – I want to update the matron on the product evaluation and she is pleased to hear – she had been our initial contact intothe hospital with the product.

17.00 - I’m back home and have a few things more to do before I finish work. I have another look at the proposal numbers and make a start on reviewing the recent sales data.. I have a spend review meeting coming up with the Clinical Commissioning Groups Medicine Managers so I want to make sure I’m prepared well in advance. I speak to another account manager on how her day has gone – the challenges, the successes and what are her follow ups. I do a final check to make sure I have everything ready for tomorrow–it’s going to be an early start so I won’t have time in the morning!

My job can be challenging at times as many of the customers I work with are the clinical experts in their field so I need to make sure my knowledge is up-to-date and detailed! I enjoy the data analysis that is crucial to the strategy planning side of my job and every day I can find new things to learn.

Cookies are needed for this website to work optimally. They also help us to know a little bit about how you use our website, which improves the browsing experience.  Cookies on this site are used for traffic measurement and optimisation of page content only. By continuing to browse on this website, you indicate your consent to the use of cookies.  You may block the use of cookies by following the "How to block and avoid cookies" instructions

Learn more about our Cookie policy