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Alex
Shaffer
Director, Sales Training
ChenMed
Alex Shaffer is a healthcare sales training leader whose career began in clinical practice as a nurse, giving him a foundation that is uncommon in the sales training field. That clinical background, combined with years of field sales leadership and management of sales training teams, allows him to bridge the gap between healthcare environments and commercial performance. He understands physician-facing healthcare settings, the demands of carrying a quota, and how to design programs that help sales professionals succeed. His work has focused on improving sales effectiveness by driving onboarding productivity, reducing rep ramp-up time, and lowering annualized turnover. As a sales leader, he has managed more than 14 sales representatives across the Mid-Atlantic region, consistently delivering against performance goals while developing and supporting talent. His training philosophy emphasizes purpose-driven programs built around clear “why,” structured process, measurable outcomes, and a culture of continuous feedback. A servant leader, he believes strong sales cultures are created intentionally—one representative, one coach, and one program at a time.
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18 March 2027 09:45 - 10:15
Small team, big remit: Scaling impact when the headcount isn’t coming
Most enablement teams are being asked to support more reps, more products and more change, without the budget or people to match. This panel brings together leaders running lean functions who have learned to make every hour count. They’ll share how they decide what to build and what to drop, the self-serve programmes and champion networks that stretch their reach, and how they say no to stakeholders with data rather than gut feel. Expect honest stories about the trade-offs, the programmes they retired and the wins that convinced leadership the lean model works. Key takeaways: - A simple, defensible way to prioritise a growing list of requests - How to extend your reach through managers, peer champions and self-serve content - How to push back on low-impact work without losing goodwill