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1. ZANE ZULYWITZ
 268 Olivia Rose Ct., Lake Mary, FL 32746  407-221-8488  medevicerepz2@gmail.com
PERFORMANCE SUMMARY
Exceptionally Innovative and Creative Business Leader in the Medical Device arena with a distinguished career and demonstrated success driving multi-
million-dollar growth, developing and maximizing profitability, and building or restoring market share in highly complex and competitive business climates. An
effective collaborator, consistently contributing to thought leadership in the creation, implementation, and delivery of game changing initiatives proven to drive
cost conscious revenue growth in a Fortune 100 organization. Tenacious at developing new revenue opportunities, securing customer loyalty, and forging
long term relationships with external and internal business partners that fortify, drive, and sustain results.
ACHIEVEMENTS CATEGORIES REPRESENTED BELOW
• Leadership • Sales Strategy • Account Expansion • Sales Innovation with Technology
• Competitive Displacement • Strategic Penetration • KOL Development • Offensive Sales Strategy
• Marquee Account • Sales Ingenuity • Customer Retention • Market Share Capture
ACHIEVEMENT CATEGORIES DETAILED
(PC USERS; HOVER CURSOR OVER TITLES FOR JOB DESCRIPTIONS AND CONTROL CLICK TO FOLLOW LINKS FOR EMPLOYER WEBSITES)
1971 ASSOCIATES, LONGWOOD, FL JAN 2016 –
PRESENT
RENEWABLE ENERGY SENIOR SALES SOLUTIONS CONSULTANT
CENTRAL FLORIDA CLOTHING SUPPLY/GREEN EARTH TEXTILES, LONGWOOD, FL DEC2013 – DEC
2014
DISTRIBUTION AND CONTRACT MANAGER
BOSTON SCIENTIFIC ENDOSCOPY (BSCI),MARLBOROUGH, MA JAN2005 -OCT 2013
Territory Manager
• Sales Excellence: Physicians and their staffs had to be persuaded to change the way they performed Endoscopic Retrograde Cholangiopancreatography (ERCP)
procedures for BSCI product sales success. Researched disease states, investigated clinical studies to prove product superiority, added a training component, and
launched. In an average of 3-6 months each, converted accounts; increasing sales 50%, displacing competitors, and generating higher Average Selling Price (ASP) (+
$1M). Multiple best practices for account capture were identified and implemented.
• Competitive Displacement: A competitor; Olympus held 80% capital equipment market share by discounting and bundling and requiring long term contracts. This
obscured pricing and threatened BSCI core business. Developed a multi-pronged strategy; reveal pricing, competitive service agreements, presentations, and training
for sales teams. This forced Olympus to restrict discounting/bundling and protected $1.7M in only 4 product lines. This strategy was rolled out globally with savings
expected to hit $292M.
• Sales Ingenuity: A new product innovation was ready for launch that had the potential to lock out competitors but multiple obstacles for creating a sense of urgency
existed; Cost, Product Committees, and obtaining orders before coding was completed. Chosen to be the first manager to beta test. Pre-selling was required with a
6 month lead time and sales were stellar; 97% of ERCP’s were started with a tome and wire combo with a $573 ASP vs $270 traditional ; delivering $
$760,833 annual increase (16.2% CAGR) while displacing competitors.
• Customer Engagement: Multiple customers were out of compliance leading to lost business. Discovered Endoscopy providers had become price sensitive due to
budget constraints. Met with customers to educate on GPO contracts with Premier, Novation, HPG, and Broadlane. These efforts delivered GPO Compliance,
provided education about bundling and changes in reimbursement, opened doors for new technology evaluation, and maintained good will with accounts.
• Key Opinion Leader (KOL) Development: It was common for Physicians to base decisions to use BSCI devices using KOL. Determined to find 2 - 3 physicians per
discipline with the appropriate reputation, volume, and published data to serve. Achieved 10 KOL the first 4 years. This delivered BSCI access to physicians who
were persuasive promoters of BSCI products and capable of teaching other doctors the surgical techniques to utilize BSCI products.
• Offensive Sales Strategy: After 7 years’ BSCI market dominance, a competitor introduced Instinct Clip competing with BSCI Resolution Clip. Recognized an
opportunity to launch an offensive strategy. Secured multiple samples, tested, identified weaknesses, and built a PowerPoint showcasing the product’s weaknesses.
When this strategy was rolled out to other territories it protected $11.9M. BSCI continues to use this offensive strategy to compete against Instinct Clip.
• Existing Account Expansion: Hospitals object to additional devices (in this case, Spyglass Units) as costly add-ons. Convinced it was a legitimate long term strategy
to avert more invasive procedures, persuaded qualified ERCP physicians to support it by showing dramatic time savings and better outcomes; allowing the bypass of
product committees. Saved ~4 months sales cycle time, exceeded capital sales 50%, and added new revenue through long term service agreements. Exceeded plan,

2. achieved top 10 ranking nationally, and was showcased in multiple hospital websites and trade magazines (click to read articles);
o PALM BAY HOSPITAL Scroll to page 19 O WINTER HAVEN HOSPITAL O ENDONURSE MAGAZINE
O HEALTH FIRST O ORLANDO HEALTH ARTICLE
Zane Zulywitz • Page 2
BOSTON SCIENTIFIC ENDOSCOPY (BSCI), Territory Manager (2005 – 2013)CONTINUED…
• Sales Innovation through Technology: Identified an opportunity to utilize an iPad during a sales call as it offered unlimited presentation and training resources in real
time. This was the first time a BSCI Sales Rep had used technology in the field. This led management to create an e-sales team and ultimately open this up to the
entire sales force. Was charged with leading training nationally. Today this innovation is now commonplace amongst Top 100 Major Medical Device companies
globally.
• Customer Retention Strategies: Protecting base business in all GPO accounts was top priority. In an effort to keep GPO’s from falling below minimum required
pricing tiers, utilized continuous education programs, promoted new technology, provided branding, reimbursement (coding) assistance, and conducted frequent
business reviews. Achieved competitive lockout despite constant attempts to discount and ultimately ranked in the top 5% nationally for presenting
business reviews.
• Marquee Account Capture: BSCI paid $193M for the Alair BT system and although it was breakthrough technology, with convincing data, to utilize it, physicians
had to change modalities. Adding complexity was BT was not Medicare approved. Created a presentation that persuaded Orlando Regional Health Center to create
an Asthma Management center. This had a trickle-down effect as this became the blueprint to win multiple subsequent Marquee Accounts. This was recognized on
local news.
• Market Penetration / Market Share Capture: In an effort to build momentum and drive BSCI technology, got involved with VA, UCF, Nemours, and Lake Nona City
Commission members before hospital construction began and nurtured relationships with KOL to network influential MD’s. Secured a commitment from VA Medical
Center at Lake Nona; to be the largest VA hospital in the world and received a PO from Nemours Children’s Hospital; one of the largest hospitals in the world for
women and children; capturing 100% of the local pediatric market share in GI. This achievement locked out competitors.
TERRITORY MANAGER RANKINGS (AS A RESULT OF THE ABOVE EFFORTS, THIS TABLE SHOWCASES & SINCE ELIGIBILITY (2005)
Year Finish National Rank Year Finish National Rank
200
6
51/11
4
Top 34% 201
1
64/14
8
Top 43%
200
8
50/14
2
Top 35% 201
2
54/17
3
Top 31%
201
0
24/12
9
Top 19% 201
3
59/15
6
Top 38%
FOUNDERS CLUB AWARDS WHILE AT BOSTON SCIENTIFIC
This coveted award is inspired by the founders of Boston Scientific; John Abele and Pete Nicholas. It is the most prestigious individual Boston Scientific
Endoscopy sales award given to the top Territory Manager who achieves the highest sales over plan in a 2 year period.
Year Finish National Rank
2010-2011 16/108 Top 15%
2011-2012 49/128 Top 38%
2012-2013 53/142 Top 37%
ETHICON, INC., JOHNSON & JOHNSON WOUND MANAGEMENT (DIVISION OF ETHICON, INC.),SOMERVILLE, NJ 1999 - 2005
Area Sales Manager 2002- 2005
Global Sales Trainer 2001 - 2005
Senior Sales Representative/Field Trainer, Central and North Florida 2001, Central Florida 2002 – 2005, Trained 3 Glamor Trip Winners
Senior Sales Representative 1999 - 2005
AS A RESULT OF THE ABOVE EFFORTS, THE TABLE BELOW INDICATES THE RESULTING SALES RANKINGS WHILE AT JNJ
2001 Sales Award Glamour Trip 2002 Sales Award Ring Club
2004 Sales Award Glamour Trip 2004 Sales Award Watch Club
2001 Product Award Patient Skin Care 2003 Product Award Dynaflex
2002 Product Award Regranex
IKON OFFICE SOLUTIONS,ORLANDO, FL 1994 -1999
Senior Accounts Executive
EDUCATION
UNIVERSITY OF CENTRAL FLORIDA, ORLANDO, FL
B.A., Organizational Communication (8/93)

3. Activities: Sigma Chi Fraternity Offices Served; Kustos, ritualistic traditions and ceremonies; one of the highest honors bestowed in Sigma Chi,
Pi Sigma Epsilon Sales and Marketing Fraternity
COMMUNITY INVOLVEMENT / SPEAKING ENGAGEMENTS
Active speaker in the college of Marketing in the Professional Selling Program at UCF, Volunteer Head Coach for the Lake Mary Pop Warner MM Football Program,
coaching 34, 8-9 yr old kids with 68 parents and 6 assistant coaches. Record in 3 ½ years (W-29, L-2, T-1)
2013 Team Recipient of achieving highest MM Mid Florida Pop Warner GPA out of 30 associations