Jesper Ostergaard Jensen Email & Phone Number

Temecula, Ca, Us

San Diego, Ca, Us

San Diego, Ca, Us

Mumbai, Maharastra, In

Global Biologics and US Dermatology Business Unit lead. CEO/president responsible for DUSA, responsible for tildrakizumab, and additional on market and pipeline products. Led full business unit with 350+ person team including Sales (305), Marketing (13), HEOR (1), Managed Care and Trade (15), and Medical/Medical Affairs (16).

Mumbai, Maharastra, In

Global Marketing Lead for 9 Products in Inflammation Pipeline and Enbrel covering multiple disease states including Rheumatoid Arthritis, Psoriatic Arthritis, Psoriasis, Systemic Lupus Erythematosus, Crohn’s Disease, Ulcerative Colitis, and TReg.

Lead the integrated Commercialization function to prepare and commercialize a franchise of endocrinology offerings. Products include Hylenex for insulin Pumps in Phase 3/4, insulin/PH20 co-formulation at end of Phase 2, and PEGPH20 for Insulin Resistance in Phase 1/2.Responsible for full P&L, Sales, Marketing, Managed Care Strategy, Approval Services and Distribution, Clinical Studies Objectives, Sales Analysis, Device 510k filing applications, Business Development & Partnering.

Ingelheim Am Rhein, Rhineland-Palatinate, De

Lead commercialization of several products in CV/Metabolism including the Eli Lilly collaboration.

Bagsværd, Dk

Lead sales team of 110 people with promotion responsibility for insulin portfolio of Levemir®, NovoLog® and NovoLog Mix® 70/30

Bagsværd, Dk

Direct specialty sales team with responsibility for Sales, Managed Care, and Specialty Distribution and Contracting for 19 states.

Bagsværd, Dk

Direct marketing and sales strategy for rapidly growing portfolio of insulin brands with over $650 million in sales and over $80 million in Direct Promotion and more than 1,500 sales headcount. Responsible for Market Shaping (Key Opinion Leaders, Speakers, Advisors, Phase 3B studies) and US Global Medical Marketing input (new product development, clinical and regulatory strategy)

Bagsværd, Dk

Manage Sales Force Size and Structure, Call Planning, Incentive Compensation, Forecasting, Competitive Intelligence and Field Force Automation in preparation for and through launch of Levemir with a team of 23 people.

Bagsværd, Dk

Lead Strategic Planning Process (10 year) and Anchor Budget processes (2 year). Responsible for executive office, Canadian Business, and Business Development

Us

Lead projects in Organizational Development, Marketing and Sales Strategy, Sales Effectiveness, Business Development, Organizational Design. M&A, Divestiture, and Cost Reduction & Purchasing for clients in Pharmaceuticals, and other industries. Core member of Marketing & Pharmaceuticals Practices. Notable Projects Include:• Novo Nordisk's project to set vision and direction to grow Novo Nordisk US from $365 million in 2000 to $1.5 billion in 2005 while dramatically increasing Regional Profit and footprint • Novo Nordisk's Global Marketing Effectiveness effort for North America resulting in realignment of resources to focus on growth brands and increasing marketing spend effectiveness by 25% • Novo Nordisk's Sales Force Effectiveness Pilots and demonstrated that adjusting call plans and increasing promotional effort and spend could yield significant ROI and ultimately justified the first of many sales force expansions for Novo Nordisk US • Latin America regional strategy focusing on Brazil, Mexico, and Argentina which led to the acquisition and integration of Biobras in Brazil making Novo Nordisk the local market leader in diabetes and a separate greenfield approach in Mexico • Collaborated and supported business cases for Novo Nordisk Trade deal with Wal*Mart to establish Reli-on Brand Novolin Insulin, and secured Novo Nordisk the VA/DoD contract for insulin. • Focus and strategy on Managed Care and Hospital contracting for Novo Nordisk US which resulted in hiring a separate VP of Managed Care and adding 50 FTEs to cover key accounts • Corporate center reorganization that aligned structure and capabilities with longer-term priorities resulting in a 27% reduction on costs and an increased productivity and focus • Led a distribution redesign that lowered costs by 35% and allowed transparency on distribution costs at the customer level, allowing customer/channel profitability to be re-examined and increased appreciation of lower cost channels

Mba, Healthcare Management And Finance

Masters Of Science, Engineering

Bachelor Of Science, Physics

Bachelors, Economics