Writing on July 4th, I applaud a nation that produced a Rashaun P. Sourles, a compelling young man on a mission to improve health care and disrupt inefficient sales channels. Sourles grew up in a working class neighborhood and achieved top selling ranks at Johnson & Johnson, a Fortune 500 company. Sourles grew frustrated as one of J&J’s pharmaceutical representatives, with the considerable wasted time (up to 80% a week) spent trying to find, contact and set up meaningful exchanges with clinical and administrative decision makers. Had he been in the industry decades earlier, the hurdles would have been much lower.  But an increasingly consolidated provider community now severely limits access of pharmaceutical representatives to clinicians to drive more volume over fewer drugs, thereby lowering costs. The barriers also reduce “hard-selling” – selling based on factors other than patient outcomes. In fact one-quarter…