Zocdoc Career Growth & Development

Tell us about your sales journey thus far.

In the summer of 2019, I was uncertain about my career path. I decided I didn’t want to return to school to pursue being a healthcare clinician but felt a pull to the healthcare industry. My aunt told me I would be a great match for sales, so I began to explore sales roles in the healthcare industry. This was the pivotal moment when Zocdoc entered the picture. I joined Zocdoc as a sales development representative on the local sales team — which focuses on bringing small, independent practices onto Zocdoc’s marketplace — in November 2019 and began training. Almost five years and a lot of learning and development later, I am now a sales executive on our enterprise new business team. 

Joining the Zocdoc sales team has been an immensely rewarding journey. I have learned resilience, strategic thinking and the importance of building meaningful relationships. Additionally, the support from my mentors, my managers and Zocdoc played a crucial role in my professional evolution, and I’m grateful for every opportunity that has contributed to my growth.

What is the sales culture like at Zocdoc?

The sales culture at Zocdoc is vibrant and supportive, fostering both individual success and team collaboration. As a member of the team’s culture committee, I understand the work that goes into putting our culture at the forefront of everything we do. There are a variety of ways we foster a collaborative culture including thoughtful team meetings, recognition of our teammates and team-building activities. For example, in May we conducted an informal team-building activity where everyone shared various aspects of our daily lives — like pet pictures, recipes, playlists, etc. — via Slack. This was a creative way to open dialogues separate from our usual “sales talk” and allowed us to get to know one another on a different level.

In addition to team building and collaboration, many elements of our sales culture have been important to my individual growth and success. The focus on learning, emphasis on collaboration and our celebration of wins have contributed greatly to my individual growth as well as the overall success of our team.
 

What advice do you have for sales professionals who want to join your team?

If you’re considering joining our sales team, first I would understand Zocdoc’s services. Take time to familiarize yourself with how Zocdoc gives patients power in their healthcare journey and how we help providers easily reach the patients they want to serve. Second, I would embrace a growth mindset and be open to hard work, learning and feedback. Lastly, our team thrives on collaboration, so be willing to work closely with your colleagues and leverage their expertise. 

Joining our sales team means being part of a supportive environment where growth and success are encouraged. By embodying this advice and approach, you’ll both fit in well and contribute to our efforts to give patients the healthcare experience they expect and deserve.

Which skills do you leverage most often in your day-to-day work?
The sales skill I lean on the most is the ability to communicate a vision that feels personal and relevant to the person I’m speaking with — whether that’s a prospect, a sales rep or a senior leader.

Throughout my career, from customer success to account management to sales leadership, I’ve learned that influence isn’t about having the perfect script. It’s about understanding what truly matters to someone and connecting your message to that. People don’t engage because of what you say; they engage because it feels relevant to them.

If I don’t take the time to understand what drives someone, I can’t tailor my message in a way that resonates. When I do — that’s when things click. A coaching plan becomes a growth opportunity. A sales pitch becomes a solution to a real problem. That’s the kind of connection that drives performance, trust and long-term success.

How have these skills enabled you to heighten your impact on the company or grow your career?
These skills have had a big impact on both my career and Zocdoc. By focusing on building real connections — whether with sales reps or clients — I’ve helped create an environment where high-performing salespeople grow every day. Their connection to the mission and personal development drives success, which ultimately improves the company’s bottom line.

This approach has been key to my own growth as well. As a sales rep, I advanced quickly by listening to clients, understanding their needs and tailoring my approach accordingly. People want to buy from a person, not a robot. As a leader, I know people don’t just want to be managed — they want to be understood and supported. When you show up as a real person, invested in their success, they give their best.

These skills have allowed me to build a team that feels connected to a shared purpose, driving both personal and companywide success. It’s not just about hitting targets — it’s about helping people grow, and that’s what makes the job so rewarding.

What are some resources or sources of inspiration you’d recommend for reps eager to refine their sales skills? Are there resources your company has provided to support this growth?
If you’re serious about becoming great, the best advice I can give is to let the people around you know that you want to be great. Early on in my career, I hesitated to talk about my goals or the next role I aspired to, thinking it might come across wrong. A senior leader once told me that’s the opposite of what I should be doing. People invest in motivated, driven individuals, and when you show that, the right people will offer the resources, coaching and time to help you grow.

I’ve been lucky to work at Zocdoc, where leadership has invested in my development. Not everyone has that kind of support, but there are resources outside of work, too. Finding mentors, attending seminars and expanding your network are all great ways to refine your skills and gain valuable perspectives.

How does Zocdoc support career progression for sales professionals beyond performance metrics?

At Zocdoc, we support career progression in sales by looking beyond quota and asking what capabilities are actually driving performance. We pair clear expectations around core parts of the job, like prospecting, objection handling and closing discipline, with a competency-based framework built from Korn Ferry and mapped to Zocdoc’s core values. 

That gives managers a more useful lens than a simple leaderboard. They can look at outcomes as well as the underlying strengths, gaps and patterns that explain those outcomes. From there, coaching becomes much more individualized. A rep who is still building confidence in the fundamentals needs a very different growth conversation than someone who is consistently delivering and ready for stretch work. Instead of putting everyone on the same one- to three-year track, we meet people where they are and help them build from there. 

Over time, that creates a clearer view of what could come next, whether that is a bigger book of business, a different customer segment or even a different function across the company. It turns career development into an ongoing conversation rather than a once-a-year checkpoint for growth overall now.

What training, mentorship or coaching programs have been most effective in developing talent internally?

The most effective approach for us has been to avoid treating training, mentorship and coaching as three separate programs. Instead, we build them into how we manage performance and development every day. 

First, we use a shared competency language across the sales organization, so managers and reps can talk about growth in a consistent way, no matter which team or segment someone sits in. That helps people understand what success looks like now and what skills will matter in whatever they want to do next. 

Second, we have invested heavily in sales enablement. New products, messaging and process changes are introduced through standardized onboarding, e-learnings and classroom-style training, which creates a strong baseline for everyone. That matters because it frees managers up to focus less on basic instruction and more on development and personalized coaching. The real value comes when a manager can adapt guidance to how a specific rep learns and where they are struggling or ready to stretch. Our ERGs also create mentorship opportunities, which broadens perspective and supports long-term career growth. It makes development feel practical, visible and continuous.

Can you share an example of someone who advanced through the ranks because of your development programs or culture?

A strong example comes from our enterprise onboarding organization. When its current leader stepped in a year ago, they had a large focus on building a culture around clearer expectations for what great performance looks like, more transparent career conversations and coaching plans tailored to each person’s interests and ambitions. 

That work led to a new senior enterprise onboarding partner role for people ready to take on greater scope and impact. One employee had been in the same position for a few years, but once the expectations and coaching structure became clearer, they leaned in quickly. Within about six months, they moved from simply doing the role to asking for more responsibility, mentoring peers and raising their hand for the next challenge. They are now on track to join the first class of senior enterprise onboarding partners this year, too. For us, that is the clearest proof point: When people understand what great looks like and feel supported getting there, advancement follows.