Chase Lio’s career caught my attention because he went from an associate sales representative to Director of U.S. Commercial Marketing at Baxter.

His journey shows that there is no single personality type needed to succeed in medical device sales. Chase built his career by understanding customers, creating genuine relationships, staying curious, and learning how the entire organization works behind the scenes.

There Is No Perfect Sales Personality

Chase does not fit the traditional image many people have of a salesperson.

He is naturally quieter, more introverted, and not usually the loudest person in the room. However, that did not stop him from becoming a successful sales representative.

He believes every personality can succeed in sales if people understand their strengths and learn how to use them to solve customer problems.

For Chase, being quieter helped him listen more closely and understand what his customers actually needed. In an operating room filled with several representatives, being the loudest person could sometimes annoy the clinical team.

Instead of trying to become someone else, he used his calm, collaborative style to build trust.

Confidence does not have to mean being loud or overly aggressive. You can be confident in your knowledge, preparation, and ability to help customers while still being authentic.

Learning as an Associate Sales Representative

Chase entered medical device sales through an associate sales development program at Baxter.

He had family members who worked in medical device sales, including his mother and two uncles. Still, the opportunity required him to learn the industry and prove himself.

His time as an associate representative gave him the chance to work closely with experienced territory managers and customers. He learned how to sell, manage relationships, support the wider business, and become a better teammate.

Sales representatives often feel like they are working alone because they manage their own territories. However, Chase learned that they are also part of a larger organization.

Their decisions and customer relationships can affect the success of the entire business.

Moving From Sales Into Marketing

Chase was exposed to marketing during his associate development program. Those early rotations helped him understand where sales tools, product messages, and strategies came from.

He later completed his MBA while working in the field and eventually moved into marketing.

One of the biggest changes was losing some control over his schedule, something reps who move into internal roles often experience.

However, the biggest lesson was realizing how much happens behind the scenes before information reaches the sales team.

Marketing may sometimes appear to be withholding information. In reality, the team may still be confirming product availability, supply updates, timelines, or the right message to give customers.

Sharing incomplete information can create more problems than waiting until the details are accurate.

Sales and Marketing Need Each Other

There will always be some tension between sales and marketing, but Chase believes that tension can be healthy when both sides communicate well.

Sales representatives see what is happening in the field every day. Marketing teams see other parts of the business, including product development, operations, and strategy.

Both groups are working toward the same goal.

Chase regularly reminds sales representatives that their number is also his number. If the sales team does not succeed, the marketing team does not succeed either.

The challenge is bringing both perspectives together without distracting representatives with information that is incomplete or not yet ready to share.

Relationships Create Career Opportunities

Chase has worked hard throughout his career, but he also believes relationships played a major role in every promotion he received.

His next opportunities did not come only because he completed a successful campaign, launched a product, or won a trip for his sales results.

They came because people who worked with him saw his potential and advocated for him.

Experience and performance matter, but people also need to trust you, understand how you work, and believe you can handle the next responsibility.

That is why building relationships inside your organization is just as important as developing customer relationships.

Moving From Sales Into a Marketing Role

Chase often tells people making the same jump from sales into marketing that the transition is like moving from being the pilot of an airplane to becoming an air traffic controller.

The pilot is directly responsible for landing one plane. The air traffic controller makes sure that all the planes are organized, moving safely, and reaching the right destination.

It’s the analogy he leans on most when coaching former sales reps who are adjusting to marketing: you are no longer the one flying the plane, but you are responsible for making sure everyone else lands safely.

Leading a Marketing Team

When Chase began leading people, he had to move from doing the work himself to helping others do it successfully.

As a leader, Chase now focuses on making sure his team has the resources, feedback, and exposure they need.

He has also learned that one management style will not work for everyone.

A strong leader must understand the strengths, weaknesses, and motivations of each team member, then adjust the coaching approach accordingly.

Caring About People Matters

Chase believes leaders and sales representatives should take the time to understand people beyond their jobs.

There is value in separating personal and professional life, but that does not mean ignoring the personal side of the people around you.

When Chase worked with customers, he did not only talk about products and procedures. He asked about their families, hobbies, and important events in their lives.

That was not a sales trick. He genuinely cared about them as people.

The same idea applies to leadership. Knowing that someone has young children or personal challenges going on helps a leader support and motivate that person more effectively.

Final Thoughts

My conversation with Chase showed me that success in medical device sales and marketing is not about fitting one personality type or becoming the loudest person in the room. It comes from understanding your strengths, building genuine relationships, solving customer problems, and staying open to learning. Whether you are working in sales, moving into marketing, or leading a team, people need to feel seen, heard, and supported. When you care about your customers and colleagues as people, selling becomes less about pushing products and more about helping solve real problems.

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All the best,

Jacob McLaughlin
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