You got the meeting. Now don't waste it.
You got the meeting. That alone is a win. But who's sitting across from you matters just as much as getting through the door.
Most reps show up and take whatever audience they're given. The strategic manager shapes the room.
"I got the meeting, so don't ask for too much. But it's okay to say, 'Hey, I really want to make sure this is a very well-rounded, efficient meeting.'"Dan Toomey
Your primary contact. They manage the category and set the rules of engagement. Everything flows through them.
This is likely the person who gave you the meeting. Respect that relationship but don't stop here.
Distribution, logistics, inventory management. They care about reliability and lead times.
Ask: "Is there any chance someone from supply chain could join?" Frame it as wanting an efficient, well-rounded conversation.
Clinical evaluation committee. They decide if your product meets their standards and fits their formulary.
Understanding their evaluation process in the first meeting saves months of guesswork later.
The end-user perspective. They'll tell you what actually works on the floor and what doesn't.
Now their side of the table is set. Time to build yours.
You own the conversation. You're the strategic lead. You're selling the company, not the widget.
"You as the strategic manager should own that conversation and guide everybody through."Dan Toomey
Your sales rep knows the local champions and hospital dynamics. They build the relationship bridge with the contract manager and share wins from specific facilities.
They speak when you cue them. Not before.
Your product manager brings market knowledge, clinical studies, and genuine passion for the product. They speak to trends and outcomes when invited.
"Don't have the need to just jump in and answer questions. I'll guide the flow. When it's time for you to talk, I'll say, 'Hey, why don't you talk about your experience over at St. John's East.' Then you go."Dan Toomey
Sometimes it's just you and the contract manager. That's fine.
You asked for the full table, they gave you what they could. You're never going to turn it down.
"You're never going to turn it down. You're starting a relationship. You're starting to build a foundation with them."Dan Toomey
Before the external meeting, you run the internal one. You're the quarterback. This is your playbook.
Get everyone on a call. Set expectations. Nobody freelances.
Current sales at the IDN level. Which facilities are already using your product? What's your share in the area?
Walk in with this data cold. If they ask you a number and you fumble it, you've lost credibility before the conversation starts.
How many days on hand? What are your lead times? Work with your supply chain team before the meeting.
If they ask "can you substitute in next week?" be honest. "I can't, but I can in 30 days. Is that enough time?"
Honesty builds trust. Overpromising destroys it.
Is the contract manager responsible for the full category or just a piece? Do they share a budget across the contracting team? What are their savings goals?
The more you understand their internal dynamics, the better you position your value.
You lead. The rep shares local wins when you cue them. The product manager speaks to market trends and clinical studies when invited.
"Don't have the need to just jump in and answer questions. I'll guide the flow."Dan Toomey
"There's going to come a part where we talk about things already going well in the hospital. Then I'll say, 'Hey Scott, why don't you share your experience at St. John's East.' Then you go."
Script the handoffs. Everyone knows when they speak and when they listen. That's how you look like a team, not a crowd.
The first meeting isn't about your slide deck. It's about learning how the IDN operates.
Dan keeps an IDN Readiness Questionnaire, about 20 questions you should be asking at the IDN level to navigate the contracting conversation.
Here are the ones that matter most.
Understand the physical infrastructure before you talk product.
What does their distribution network look like? What distributors do they use? How do they manage inventory across facilities?
These answers shape your entire fulfillment and conversion strategy.
This is where products live or die. Know the gatekeepers.
How many people are on the value analysis committee? What's the typical timeline for product evaluations? What's the process for getting a product reviewed?
Who manages sourcing for your category? What are their savings goals this year? Is pricing centralized or does each facility have autonomy?
And critically: are there local contracts in place that might overlap? Walking into a conflict you didn't know about is a preventable mistake.
Who has final say on purchasing decisions? Is it centralized at the IDN level or per-facility? What's the typical timeline from evaluation to decision?
These questions aren't aggressive, they're respectful. You're showing that you want to work within their process, not around it.
Tap a category to see the specific questions to ask in your first IDN meeting.
MedBridge Advisors helps MedTech companies prepare for IDN conversations that lead somewhere.