Day one as a Synchrocare franchise owner does not start in a hospital. It starts in training. That is by design. The decisions made in the first ninety days of any medical device sales territory determine the trajectory of the next three years, and those decisions are better when they are made from a foundation of clinical knowledge, product familiarity, and a clear market entry plan rather than the pressure to generate revenue immediately.

Here is what those first ninety days look like in practice.

Weeks one through four: the training program

The first weeks of your franchise are dedicated to Synchrocare's comprehensive medical sales consultant training program. That program covers the full product portfolio across all our manufacturer partners, procedure-relevant anatomy for each product's clinical application, surgical technique considerations, and the complete compliance framework, including the AdvaMed Code of Ethics, the Stark Law, the Anti-Kickback Statute, and the False Claims Act.

Background checks and insurance requirements are confirmed during this period. You do not enter any facility until training is complete. That standard is non-negotiable across the Synchrocare network, and it is the foundation of the clinical credibility you will carry into every surgeon relationship you build.

Weeks four through eight: territory orientation and first calls

With training complete, the focus shifts to territory orientation. This means mapping the surgical volume in your geography, identifying the facilities and specialties where Synchrocare's portfolio has the strongest clinical fit, and prioritising the first calls based on that analysis rather than convenience or existing personal relationships.

The first calls in a new territory are not about closing business. They are about establishing credibility, understanding the clinical environment, and identifying where your portfolio addresses a genuine unmet need. Franchise owners who approach this phase with patience and preparation build relationships that generate consistent, long-term value. Those who rush to the revenue conversation find it difficult to recover the trust they bypassed.

Weeks eight through twelve: first cases and clinical support

By weeks eight through twelve, the goal is first cases. These are the moments where the training becomes visible. A franchise owner who walks into the OR prepared, answers clinical questions confidently, and provides the kind of case support that makes a surgeon's experience with a new device positive is building the territory that will sustain their business for years.

Synchrocare's back-office infrastructure, customer service support, and clinical resources are available from day one of market entry. Technique guides, case study materials, product brochures, and access to Synchrocare's clinical team mean franchise owners are never navigating a difficult case question alone. The network is the support structure. The franchise owner is the clinical relationship.

Ninety days in, a Synchrocare franchise owner has a clear picture of their territory, a set of established surgeon relationships, their first cases on record, and a business that is beginning to build the equity that comes from work done right from the start.

To learn more about the Synchrocare franchise opportunity, visit www.synchrocare.com/franchising.