Intensive Care Unit, Emergency Room (Spoedeisende Hulp) Cardiology/Cardiac Care Unit, Obstetrics and Gynaecology, Pediatric Care. Total 480 fte

Responsible for managing non medical part of the Cardiology Department (policlinic cardiology and cardiac care unit) Working in close cooperation with the Medical Director of the Cardiology Department. Total 52fte.

Responsible for starting and managing projects aimed at synergy benefits for 4 media companies of TMG. - Developed training programs for sales and marketing staff.- Implemented Sales Academy, 2 year development program for new account manager recruits. - Improved client segmentation.- Implemented new CRM (Salesforce) and business intelligence applications (Qlikview) for the commercial departments.- Turnaround manager for 6 months to solve problems within a branch office. The merger between local and regional newspapers had developed some issues which had negative impact on people and advertising revenue.- Acted as interim Sales manager for 1 year for Key Account team 8fte, advertising revenue print&online campaigns for large corporate accounts for Dutch newspaper ‘De Telegraaf'.

Responsible for commercial activities of the group consisting of newspaper, magazine, online and e-commerce companies with a team of 150fte.- Increased sales turnover +700% over 2007 due to restyle of product, adaptations in sales structure and processes.- Negotiated partnerships. - Achieved ad sales increase of +220% during 2008, due to training of staff, development of sales supporting materials. - Developed and implemented change program roadmap. - Developed and executed sales and sales management training due to lack of qualified sales trainers in Ukraine. - Restructured the distribution department to allow more transparency and cost savings.

Responsible for achieving new subscribers to the largest Dutch daily newspaper “De Telegraaf” with a Team of 80fte sales staff, 8fte inside sales and 5 fte marketing.- Restructured the sales department and adapted sales processes which allowed for staff reduction while maintaining sales turnover results.- Developed and implemented sales management training and annual competence management & review process and accompanying training.- Increased productivity per sales rep in 2004, 2005 and 2006. - Accomplished significant structural cost reduction of total sales budget.- Developed new sales channels online. Negotiated partnerships for 3rd party sales.- Implemented and adapted CRM | sales information system.

P&L responsible for all indirect sales channels (Small Office/ Home Office/ Government/ Healthcare) with a team of 52fte.- Adapted the structure of the Dealer Sales Department and introduced account management principles and increased sales turnover with +15% in 4 months.- Implemented advanced reporting and tracking of effectiveness of telesales departments, together with monitoring KPI’s and valuable metrics, with which we increased the performance of the departments.

Responsible for the field sales organisation in the Netherlands 80fte.- Increased productivity per sales rep from 2,5 to 4,9 orders per week.- Rebuild geographic sales territories for increased sales efficiency.- Developed and implemented a new annual competence based review system, a new incentive system for sales reps and management and a new CRM | Sales information system.- Developed and executed an intensive sales rep and management training.- Decreased absenteeism from 18% to 4% -> focus on management attention..- Decreased staff turnover from 98% to 32% -> focus on personnel policy.

Responsible for the direct sales organisation in The Netherlands 72fte.Changed sales strategy and territory structure according to my previously developed plan.Together with the HR department developed an independent 3 year training program for Sales reps.Implemented new annual competence based assessment program.

- Developed new sales structure and strategy for the sales department. - Delivered improvement plan for sales department. - Developed and implemented CRM | Sales information system. - Developed incentive award system for sales reps.

Responsible for managing a sales team of 14 Sales reps and 1 Promotion Manager in the North Eastern part of France.- Achieved nr.1 position after 2 years of sales turnover for new product introductions from a total of 18 regions in France. (when I took over the region it held the 18th position)

IPP was the In-House Creatice Agency for Rothmans Tobacco Company. Changed the planning processes and work methods of the traffic department to ensure delivery of creative projects within agreed upon planned deadlines and budgets.

IPP was the In-House creative agency for Rothmans Tobacco Company.Responsible for the development and production of all marketing campaigns and sales supporting materials for Rothmans Tobacco Company subsidiary in France, agent in Italy and international events. - Increased share of business from IPP compared to local agencies in France from 5% to 80% in 2 years.

Managed projects related to the merger of Turmac Tobacco Company and Laurens Tobacco Company into new company: Rothmans Tobacco Company

As a sales rep increased availability and sales of cigarette brands at tobacco specialists, gas stations, supermarkets, bars & restaurants.