This interview is with Chris Pinadella, Medical Device Territory Manager at Biofrontera.

Chris Pinadella, Medical Device Territory Manager, Biofrontera

Chris, can you tell us a bit about yourself and your journey to becoming an expert in both technical innovation and human-centered sales strategies in healthcare?

Sure! My journey to where I am today has been anything but linear, but it’s shaped how I approach innovation and sales in healthcare. I started my career in a completely different space—selling copiers and capital equipment in rural New Jersey. I was told it was dead territory where no one had succeeded in over a decade. But instead of following the beaten path, I used satellite images to find corporate parks and target untapped markets. That experience taught me something critical early on: You can’t tell me what I can’t do. I took that mentality and ran with it. Eventually, I transitioned into medical sales, which combined my passion for helping people with the drive to succeed in a high-stakes industry. But I didn't approach it like a typical sales rep. I focused on being a sponge—learning everything I could from doctors and medical professionals, not just to make a sale but to understand the why behind the products and therapies I offered. I think that gave me an edge: I wasn’t just trying to sell, I was committed to solving problems with real solutions. As my career evolved, I became increasingly interested in emerging technologies, especially in MedTech. Things like bioprinting, wearables, and targeted cellular therapies became more than just buzzwords to me—they became fields where I could see enormous potential to improve patient outcomes. I began working on projects like the Pulse wearable life coach, where we integrated biosensors and AI to monitor stress levels and provide personalized health advice. That experience solidified my belief that innovation isn't just about the tech; it's about how that tech can be applied to help people live better lives. At the same time, my sales strategies were evolving. I’ve always believed that while data and technology are crucial, people do business with those they like, trust, and are accountable. It’s about human-centered sales—listening, understanding real needs, and providing solutions that make an impact. Whether it’s leveraging AI to build deeper client relationships or using insights to help practices adopt new therapies, I’ve always focused on aligning sales with human values. Ultimately, my journey has been about balancing innovation with empathy—using cutting-edge technology to address real-world problems while ensuring that the human connection in sales never gets lost. That’s the sweet spot where I’ve built my expertise.

What key experiences or insights have shaped your perspective on the evolving healthcare landscape?

One of the pivotal experiences that shaped my perspective on the evolving healthcare landscape was spending a significant amount of time in the ICU. Seeing patients at their most vulnerable—experiencing fear, confusion, and often anger—left a deep mark on me. It wasn't just witnessing their suffering; it felt like I could absorb their pain, as if I were carrying part of their burden. It changed the way I think about healthcare. I realized technology and innovation are only valuable if they address fundamental human needs. In those moments of dire need, it wasn’t just about advanced machines or cutting-edge treatments. It was about people needing compassion, clarity, and solutions they could trust. That experience drove me to approach innovation through a human-centered lens, ensuring that everything we develop—whether it’s a new therapy, wearable device, or AI application—focuses on reducing suffering and improving quality of life.

This perspective has fundamentally shaped how I approach the MedTech space. I’m not just focused on the next breakthrough for its own sake—I want to make sure the innovations we pursue are meaningful to patients and healthcare providers, helping them when it matters most. That’s why my sales strategies are also rooted in empathy. It's about understanding people's emotional and physical challenges and finding ways to offer them genuine relief, not just selling a product.

You've spoken before about the importance of data in understanding market trends. Can you share an example of how you've used data to uncover an opportunity and tailor your sales approach to a specific client's needs?

Absolutely! Data is one of the most powerful tools for uncovering opportunities and tailoring a sales strategy, especially in healthcare, where market dynamics can shift quickly. A great example was when I used data and analytics to uncover a significant movement of dermatologists and physician assistants (PAs) in southern New Jersey. A major practice, South Jersey Dermatology, had several locations, but it unexpectedly closed down. This caused a sudden migration of healthcare professionals into new practices or independent clinics. Using a combination of LinkedIn insights and historical purchasing data, I tracked where many of these dermatologists and PAs had relocated. It was clear that they were either starting their practices or joining other smaller ones. This shift represented a significant opportunity for the introduction of new therapies. I leveraged that data to identify potential champions within these new practices, specifically focusing on professionals open to adopting BF-Rhodo and Rhodo XL, a product line I currently promote. By reaching out with a tailored approach, understanding their situation, and demonstrating how this therapy could provide value to their patients and their growing practices, I helped these clinics get up and running with the new therapy. This not only met their clinical needs but also positioned their practices as forward-thinking and innovative, which was essential in a competitive market. By using data to map out the movement of professionals, I was able to adapt my sales strategy to their specific context and provide a solution that aligned with their immediate and long-term goals, future-proofing their practices.

Your LinkedIn presence seems to be a key part of your strategy. How do you balance sharing valuable insights online with respecting patient privacy and confidentiality in the healthcare space?

On LinkedIn, I maintain a clear boundary between my professional role and my activities on the platform. I don't discuss my product or my company at all. If I ever did, I would first go through my organization’s legal department to ensure that everything I share is ethical, fair, and balanced. My presence on LinkedIn is essentially an educational hobby—it’s a way for me to give back and be a resource for as many people as possible without it being tied to my employer. This approach allows me to focus purely on sharing insights, trends, and innovations that I believe can make a real difference in healthcare without crossing any professional lines. It's all about contributing to the larger conversation and helping others grow, learn, and succeed while ensuring that I respect both patient privacy and my employer's policies.

Many healthcare professionals are bombarded with sales pitches. What's your secret to cutting through the noise and genuinely connecting with potential clients?

Honestly, I think the secret is not to act like a salesperson. Healthcare professionals are constantly bombarded with pitches, so the key is to lead with empathy and listen to what they’re going through. I’m not showing up to push a product; I’m there to understand their challenges and pressures. If I can make their lives easier, that’s where I start the conversation.

I also focus on providing value first—whether it’s sharing insights or industry trends. My approach is more about educating and offering something useful rather than trying to make a sale. When you come in with that mindset, you become a resource, not just another person trying to sell something. People appreciate that, and when they’re ready to make a decision, they’ll remember that you helped them, not pressured them.

Another significant part of my strategy is to be data-driven and tailored. I don’t offer generic solutions. Instead, I delve into the specifics of their practice, analyze market trends, and identify what’s relevant to them. For example, when I noticed a trend of dermatologists shifting practices in New Jersey, I used that data to provide targeted solutions to the practices inheriting new patients. This approach is not about a one-size-fits-all pitch; it's about solving their unique problem.

At the end of the day, it’s about building real relationships. I’m not there for a quick sale; I’m there for the long haul. I check in, see how things are going, and offer ongoing support. I’m always upfront—if what I’m offering isn’t right for them, I’ll say so and point them in a better direction if I can. That kind of honesty builds trust, and that’s the difference. It’s authentic and human, and that's what cuts through the noise.

You've mentioned transitioning from a transactional to a consultative sales approach. What specific steps did you take to make that shift, and what advice would you give to others looking to do the same?

Honestly, the biggest shift for me was learning to stop focusing on the sale and start listening. Instead of going in with a pitch, I started with questions. What’s actually going on for them? What challenges are they facing? The more I listened, the better I could understand what they really needed. It wasn’t about trying to fit them into some product I was offering; it was about figuring out how I could genuinely help solve their problems. I also had to level up my knowledge. You can’t just be an expert on your product—you’ve got to know the industry inside and out. I started diving deep into trends, challenges, and the bigger picture in healthcare. So when I had those conversations, I could bring real value and insights that mattered to them. It wasn’t just “here’s what I sell,” it was “here’s what’s happening in your space, and here’s how I can help.” Another key thing was tailoring solutions. I stopped doing the one-size-fits-all approach. When I saw those dermatology practices shifting in New Jersey after a major clinic closed, I didn’t just push a product. I came in with specific insights and solutions that fit what they needed right then. It wasn’t about my agenda, and it was about helping them with theirs. And probably the most important thing: I started focusing on building long-term relationships. I’m not here for a quick win. I follow up, check in, and offer help when they need it, which builds trust. That’s how you create real loyalty. Also, you’ve got to be honest and transparent. If my product wasn’t the right fit, I’d say so. If I saw something they hadn’t considered, I’d bring it up—even if it didn’t lead to a sale. That kind of honesty shows you’re not just trying to close a deal; you’re actually looking out for their best interests. So, if I had to advise anyone trying to make the same shift, I’d say: stop selling, start solving. Be curious, get to know their world, and think long term. If you focus on being a problem-solver and a partner, the sales will come naturally.

Building trust is crucial in any industry, but especially in healthcare. How do you establish credibility and build trust with prospects, particularly when introducing innovative but potentially unfamiliar solutions?

In healthcare, trust is everything, especially when introducing something new that might seem unfamiliar or risky. I've found a few key things that help establish credibility and build that trust from the start.

First, I lead with education, not a sales pitch. When introducing an innovative solution, I don't just say, 'Hey, here's this new thing you need.' Instead, I walk them through the data, the science, and the benefits—backed by real-world examples. People in healthcare want to know why something works, how it works, and what evidence supports it. If you can show them you understand the complexities behind the solution, you start on solid ground.

Second, I speak their language. I don't just throw around buzzwords or product features. I ensure I'm addressing their concerns, challenges, and the language they use daily. This shows that I understand their world and that I'm not just an outsider trying to sell something.

Third, transparency is paramount. If there are potential risks or limitations, I bring them up. No solution is perfect, and pretending it is only damages credibility. By being upfront about both the pros and cons, it shows that I'm someone they can trust to give them the full picture, not just the sales pitch. This approach empowers healthcare professionals with the knowledge they need to make informed decisions.

Next, I build trust over time. I'm not there for a quick sale. I'll check in regularly, see how things are going, and offer support even if there's no immediate benefit for me. Those consistent, authentic interactions show that I'm invested in their success for the long haul, not just looking to close a deal.

Finally, I leverage social proof whenever possible. If other respected professionals are using the solution or if there are case studies from similar practices, I share that. People trust their peers, and seeing that others have successfully adopted the innovation helps break down skepticism. This approach instills confidence in healthcare professionals by showing them that others have successfully embraced the solution.

In the end, it's all about being a trusted partner, not just a vendor. If you educate, listen, and consistently show up with their best interests in mind, that's how you build lasting trust—even with the most innovative, unfamiliar solutions.

In your experience, how can sales professionals effectively communicate the value of new technologies and solutions to healthcare providers who may be hesitant to adopt change?

When it comes to getting healthcare providers to adopt new tech, I focus on meeting them where they are and addressing their concerns upfront. I acknowledge their hesitation—whether it’s about patient safety, workflow disruption, or learning something new—and connect the dots to their priorities, like improving patient care and efficiency. It’s all about showing how the tech solves their specific problems. I back everything up with data and real-world examples—they need proof, not hype. I emphasize the long-term benefits, too, showing how it’ll make their lives easier in the future, even if there’s some upfront effort. I also make it clear that I’m here to support them through the transition, offering help with implementation and training. Success stories go a long way, so I share examples of others who were hesitant but saw great results. Lastly, I’m patient and persistent—it’s about staying in touch and showing them the value over time. **If you listen, support, and show real value, they’ll come around.

Looking ahead, what emerging trends in healthcare technology or sales strategies are you most excited about, and why?

Looking ahead, I’m excited about a few big trends in healthcare: Bioprinting is a game-changer—printing organs and tissues could solve organ shortages and revolutionize transplants. Targeted therapies like CRISPR are pushing us toward curing diseases at the genetic level, not just treating symptoms. And wearables combined with IoT will shift healthcare to proactive monitoring, health in real time to catch issues early. Telemedicine and tele-diagnostics are making healthcare more accessible, especially for underserved areas. Plus, LLMs, as therapists, have enormous potential to fill gaps in mental health care, offering real-time support when access is limited. On the sales side, AI and LLMs are transforming the approach to be more data-driven and personalized. We can now use AI to understand client needs faster and tailor solutions in real time, making sales more innovative and effective. All of these trends point toward a future where healthcare is more personalized, accessible, and efficient, which keeps me excited. These aren’t just small changes; they’re reshaping the entire landscape.

Thanks for sharing your knowledge and expertise. Is there anything else you'd like to add?

Thanks for the opportunity to share! I’d say that with all the advancements happening in healthcare and technology, it’s an exciting time to be part of the conversation. Whether it's leveraging AI to improve patient outcomes or bringing innovations to market, the key is to stay curious, adaptable, and focused on providing real value. At the end of the day, it's not just about the tech—it’s about making a difference in people’s lives. That drives me, and I think that will continue to push the industry forward.