When I sat down with Ken Reali, I wanted to learn how he went from working as a medical device sales representative to leading several companies as a CEO.

Ken has more than 35 years of experience in MedTech, has helped launch more than 75 products, led growing organizations, and guided companies through major changes. What impressed me most was that his success did not happen overnight. He built his career through continuous learning, personal accountability, trust, and a strong belief in the products he represented.

His journey provides valuable lessons for anyone hoping to enter medical device sales or take the next step into leadership.

A Connection Only Opens the Door

Ken grew up in Warsaw, Indiana, an area known for orthopedics. His original goal was to attend the Air Force Academy, but he was medically disqualified because of a spinal condition he did not know he had.

During that process, he met an executive from Biomet who encouraged him to finish college and reconnect later.

Seven years passed before Ken made that call. Even then, the connection did not automatically give him a job. It only introduced him to the right people.

Ken still had to interview well, sell his abilities, and prove that he deserved the opportunity.

That is an important lesson. Knowing someone may help you get an introduction, but you still need to earn the role.

His First Year Almost Ended in Failure

Ken performed well during training and ranked near the top of his class. But around nine or ten months into his first sales role, he was missing quota and believed he was close to being fired.

Instead of blaming the territory, the company, or the customers, he took responsibility.

He invested in a sales course to improve his objection-handling skills. He practiced responding to questions in a lower-pressure environment and worked on becoming more confident in conversations with surgeons.

At the same time, he started seeing how well the products worked for patients. That gave him a stronger belief in what he was selling.

Once his skills and confidence came together, his results changed. He grew his territory significantly and consistently hit quota.

Believe in What You Sell

Ken told me that belief in the product has been important in every role he has held, from sales representative to CEO.

You can learn every feature, pass every test, and understand the sales process, but it is difficult to succeed if you do not believe the product truly helps patients.

For Ken, seeing positive clinical results changed everything. It gave him confidence because he knew the technology was making a real difference.

Since then, one of the first questions he has asked before accepting a position is whether he believes in the product and its impact.

In MedTech, the patient must remain at the center of the work.

Plan, Practice, and Keep Moving

Ken believes successful sales representatives plan to win.

He knew how many calls he needed to make, which objections he would probably hear, and how he would respond. He treated his quota as a commitment he had made to the company.

He also learned to have a short memory.

Some sales calls will go badly. A doctor may not be interested, the timing may be wrong, or the conversation may simply not go as planned. Ken would analyze what happened, learn from it, and move on.

Instead of focusing on the rejections while driving home, he would think about the wins and carry that energy into the next day.

His first sales manager used the phrase, “Press on regardless.” Ken carried that mindset throughout his career.

Positivity Is a Leadership Skill

Ken believes positivity is critical in both sales and leadership.

Sales can be lonely. Representatives spend much of their time alone in their territory, and one difficult interaction can affect the next call if they allow it.

Leadership increases that responsibility. A CEO’s attitude can influence the entire company.

That does not mean leaders should ignore their problems or pretend everything is perfect. Ken believes people need trusted individuals with whom they can be honest. For him, his wife provided that support throughout his career.

However, when leading a team, you need to understand how your energy affects others.

Growth Requires Taking Risks

After becoming a successful sales representative, Ken accepted a product management position.

The move required relocating his family and accepting a major pay cut. He had a wife, three young children, and no guarantee that the new role would work out.

He took the risk because he wanted to learn.

That decision exposed him to product development, regulatory affairs, engineering, marketing, and other parts of the business. It eventually created a path toward becoming a general manager and later a CEO.

Ken did not begin his career with a detailed plan to lead companies. He focused on doing each job well and staying open to the next challenge.

Leadership Starts With Trust

When Ken first began managing people, he struggled with micromanagement.

He had been a successful individual performer and was used to relying on himself. His early feedback showed him that this approach was not working.

He learned that leadership requires clear expectations, delegation, and trust.

When he gave people ownership, their confidence and morale improved. They became more accountable because they knew he trusted them.

Ken also carried this lesson into senior leadership. Whether managing a department, executive team, or full company, trust and communication remained the foundation.

Communication Prevents Unnecessary Conflict

Ken has led both sales and marketing teams, and he understands why conflict can develop between them.

Sales representatives may not understand the regulatory, budget, and compliance limits facing marketing. Marketing teams may not fully understand the pressure and rejection experienced in the field.

The answer is communication.

Ken believes there is almost no such thing as overcommunicating. His rule was that an important message often needed to be repeated seven times before people fully absorbed it.

He also believes disagreement can be healthy when people trust and respect one another. Yelling does not solve problems, but honest communication often does.

Final Thoughts

My conversation with Ken showed me that a lasting MedTech career requires much more than talent or a strong résumé. It takes sustained effort, personal accountability, confidence in the products, and a willingness to keep learning. Ken’s journey from struggling sales representative to CEO proves that setbacks do not have to define your career. Learn from the difficult days, invest in yourself, trust the people around you, communicate clearly, and press on regardless.

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All the best,

Jacob McLaughlin