Trey Morton Email & Phone Number

Leads Shockwave’s education team and strategy

Leads the global sales training team for first-in-class intravenous lithotripsy sales and marketing force. Responsible for all training content and development for new hire training, product launch training, advanced clinical and selling skills, and competency trainings. Collaborates with Human Resources, Sales Operations, Field Sales, and Marketing. Manages internal branding and digital platforms. Leads a dedicated team of sales training managers, administration and associates, and manages and develops a larger network of global field sales trainers. Responsible for training direct markets in the US, Canada, Europe and Japan, as well as a vast global distributor network.

Atlanta Metropolitan Area

Senior Clinical Marketing Manager responsible for maintenance and growth of Benign General Surgery market, including Inguinal hernia, Ventral hernia and Cholecystectomy. Owns, develops, and executes strategy development based on mastery of market dynamics. Drives Clinical Excellence within procedures through strategy development, effective marketing tools/collateral, KOL development, event campaign creation & execution, and alignment of cross functional teams to identify/execute common goals with sound messaging. o Developed and led social media strategy, leading to ~50% increase in virtual education program attendance.o Developed and executed refreshed internal communication platform, improving sales representative message consistency and resource use.o Hand-selected to represent clinical marketing for 2023 strategy planning and alignment.

Global Strategic Marketing Manager for Ethicon. Responsible for the Access, Ligation and Other Endoscopic brands worth $900MM in annual revenue. Leads new product development, go-to-market strategies, and brand management activities.o Identified opportunities and developed the first new product introductions in an external innovation model – removing risk and P&L impact until product launch date.o Developed and launched new claims and messaging in response to the global pandemic, gaining 3 share points.o Aligned regional go-to-market models to accelerate new product penetration, resulting in an additional opportunity of $60MM in profitability.

Dayton, Ohio Area

Senior District Sales Manager Janssen Pharmaceuticals, Inc. in Primary Care and Institutions. Responsible for business strategy, healthcare compliance, representative management, coaching and development.o Hand-selected to serve on Vice President of Sales Advisory Council and brought Conversation Guide to Janssen.o Led three separate Districts through realignments, from Primary Care to Institutions, improving sales results through performance management and promotions, resulting in top third President’s Circle rankings in all three.o Developed, led and managed marketplace strategies that aligned business partners across four separate operating organizations and management chains.o Established streamlined communication practices that resulted in less time out of field and 0 defects in administrative and company-mandated task and training completion.

Cincinnati Area, Oh

Leads strategic global education initiatives world-wide, such as standardizing the effectiveness of launch excellence training, determining and deploying instructional design strategies that create efficiency and flexibility to support an agile sales force, as well as work with other J&J medical device education leaders to create greater synergy.o Received Johnson and Johnson Standards of Leadership award for onboarding new TORAX® integration sales force in the US and certifying first sales representatives outside of the United States.o Planned and delivered national manager and sales representative training meetings, resulting in immediate proven growth in those marketplaces – including a +7% and +14% market share growth in LATAM and ANZ, respectively.o Created and standardized the Global Content Catalog, Launch Training Toolkit and Launch Guide, a standard set of assets and timelines for all new product introduction trainings, which allowed all global regions to deliver consistent, on-message trainings for strategic product launches using compliant, globally-developed assets.o Created and deployed the Conversation Planning Guide, an interactive, web-based sales resource across JJMD. This tool allows on-message training and manager coaching, with minimal time and resource investment.o Developed, implemented and managed the global trainers’ communication strategy across the JJMD network, including Sales Manager coaching tools, and a single global learning professional on-boarding process.

Cincinnati Area, Oh

Leads the strategy and design of commercial education for 800 Ethicon sales representatives with a focus on the strategic procedures of Bariatric, Thoracic and Hepatobiliary, and the key growth platforms of Endocutters and robotics. Collaborates with Marketing to implement global marketing strategy into key messaging and training to the sales force. Plan and deliver new product launches with marketing team.

Portland, Oregon Area

The field-based Sales Learning Manager (SLM) works with designated sales representatives for the purpose of improving product, clinical and selling skills; increasing sales in targeted product categories (new product releases, specific specialties, lagging divisional sales categories) and improving productivity and effectiveness. The SLM also supports “New Hire” and other national and regional training leveraging a blended learning approach. Individuals must have deep clinical knowledge in the Wound Closure, Energy, and Endo-mechanical product platforms and related procedures. The field based position provides a development opportunity for the individual to lead and develop teams and may participate with their aligned leadership team in talent discussions.

Portland, Oregon Area

o Surgical device salesmen and representative responsible for achieving medical device sales forecast in a territory. Responsibilities include equipment training, in-surgery coaching, logistics and inventory management, business planning and budgeting.o Field Sales Trainer responsible for the initial training, goal setting and achievement of newly hired field sales representatives.o Met 2011 and 2012 forecast goals.o 2012 Sales Excellence achievement.

Fort Knox, Ky

o Assistant Operations Officer of an Infantry Brigade consisting of two Infantry Battalions, one Field Artillery Battalion, one Cavalry Squadron, a Support Battalion, and a Headquarters Element. Responsible for coordinating operations for the 3,200 Soldier unit.o Assisted in planning Brigade deployment to the National Training Center in California from Fort Knox, KY; prepared Brigade orders and briefing for NTC equipment draw and training.o Scheduled, tracked and managed deployment of all Brigade personnel from Fort Knox, KY to combat operations in Afghanistan with no loss of personnel or equipment ahead of schedule and with fewer aircraft than originally budgeted.o Logistics Officer of an Infantry Battalion consisting of three Rifle Companies, a Weapons Company and a Forward Support Company. Responsible for all equipment, fielding and shipping, and budgets for the 800 troop Battalion.o Received all of Brigade’s vehicles at Fort Knox, KY from National Training Center in California by rail on budget and on time with no loss or damage to equipment, and no safety risks to Soldiers or contract workers.o Implemented and managed a sizing and fielding plan for every Soldier in the Battalion to receive all new clothing and equipment prior to deployment to Afghanistan.o Managed weapons and budgets to transform the Weapons Company into a Rifle Company prior to deployment to Afghanistan, which included complete reorganization of the unit’s equipment, without exceeding the Battalion’s budget.

Fort Benning, Ga

o Operations Officer for One Station Unit Training (OSUT) Battalion, consisting of six Initial Entry Training (IET) Companies and 1,200 Soldiers. Planned, controlled and executed operations from Company through Battalion level.o Implemented the Army’s new Digital Training Management System for the Battalion, which was then adopted by the Brigade.o Planned, resourced and executed a cadre certification program for the Battalion, which was then adopted by the Brigade Commander as a “Sand Hill Academy”.o Organized a task force to develop and implement a Battalion standard operating procedure manual.o Created a plan for lieutenants in training to lead new Infantry Soldiers, which then became a unit standard.o Recognized by Battalion and Brigade Commanders as being in the top 10% of Officers in the unit.

Fort Benning, Ga

o Company Commander of an Infantry Company of 240 Soldiers. Responsible for the health, welfare, discipline and morale for all Soldiers assigned. Planned, coordinated and executed training. Maintained a $5 million training facility.o Transformed more than 1000 civilians into Infantry Soldiers, and developed the Brigade’s first training plan to convert Soldiers to Infantry from other MOSs.o Created and implemented training scenarios and standards that were adopted by the Battalion and across the Brigade. Training plans and lessons were commended and adopted by Brigade Commander into his training guidance for all Initial Entry Soldiers.o Selected by Commander to participate in a senior leadership panel to improve training methods.o Recognized by Battalion and Brigade Commanders as being in the top 10% of Officers in the unit.

Fort Lewis, Wa

o Platoon Leader for a 24 man Stryker Combat Team, consisting of Mortar Assets, Anti-Armor Assets, Long-Range Surveillance Assets, Indirect Fire Observers, Joint Tactical Air Control Assets, Direct Fire Assets, and other theater-specific assets valued in excess of $7 million. Responsible for planning, resourcing and executing full spectrum operations anywhere in Iraq on short notice as part of the Theater Response Force, with a focus on time-sensitive raids, high value target raids, long-term remote indirect fire support, and long-range reconnaissance and surveillance.o Planned and executed hundreds of time-sensitive high value target raids, long-range reconnaissance missions and high profile security details in Iraq with a focus on theater level objectives as part of the Theater Strike Force.o Utilized as the Battalion’s most flexible and fastest-moving combat asset while the unit was assigned as the theater’s quick reaction force; relied upon as the unit’s main effort in opening raids for operations into such high-threat areas as Haifa Street and New Baghdad.o Cited by Battalion Commander as having an “uncanny ability to communicate across the spectrum from the lowest Private to the highest General.”o Recognized by Company and Battalion Commanders as being in the top 10% of Officers in the unit.o Platoon Leader for a 46 man Stryker Combat Team, consisting of three rifle squads, a weapons squad and four Stryker Infantry Carriers capable of deploying anywhere in the world within 96 hours by land, sea or air.o Trusted as the main effort for the invasion and clearance of Baqubah during Operation Arrowhead Ripper, a mission which had direct visibility of the Theater Commander, General Petraeus, and for subsequent humanitarian efforts in the region.o While a Platoon Leader, acted as Company Commander for dozens of combat missions in Iraq, managing four Stryker Platoons in a position above my rank and experience.

Master Of Business Administration - Mba

Honors graduate

Bs, Systems Engineering, Spanish