Sales and business development of product portfolio including biocide and dental products

Commercialisation and internationalisation of Hydrozid®, a cryosurgical product for i.a. dermatologists, GPs, gynaecologists and podiatrists. Sales was through small and medium sized partners primarily in Europe and US. I was responsible for business development and a sales & marketing organisation. I had a marketing manager, a project leader and two sales representatives reporting to me. I led the team with a strong determination to make a difference commercially as well as humanly.Took the initiative to make the company’s first strategy plan that was approved by Board of Director and used as a roadmap for the future. I was part of a turnaround process on the US market.The veterinarian segment was added as a new and promising future segment. My responsibilities included also partner search & selection, contract negotiation and onboarding of new partners.

My daily collaboration with partners is with high focus on support and service establishing business plans, execution of these plans with the strive to exceed budget. Plans, that both include e.g. activities targeting users and training of sales reps. Furthermore, I and two of my colleagues took the initiative to develop a new and completely different strategy plan turning Vivostat into a dedicated company with focus areas and activities including stakeholder management (e.g. master classes and centers of excellence).

Establishment of key account structure internally and with external partners. Besides close contact to partners there was a high focus on business development through e.g. development of new products involving driving business case process and product development process (project owner). Responsibilities also included contract negotiation incl. but not limited to development agreements.I was responsible for large customers like Medtronic MiniMed, Abbott and Smiths Medical. I had an assistant reporting to me.

I was responsible for preparing and presenting a new strategy recommending a separation of the medical device business. As a consequence it was turned into a separate business unit with own sales, supply chain, quality and regulatory departments. I was member of Ferrosan Medical Device Strategic Advisory Board (external directors/VP from other companies) and I also did the yearly strategy & update presentation for Ferrosan Board of Directors. I was member of Group Management and had two product managers reporting to me. Contract negotiations included but were not limited to development and distribution agreements. The veterinarian segment was added as a new an interesting segment.Establishment of sales & marketing organization where we turned Ferrosan Medical Devices into a competence center (e.g. PLC management, market intelligence, competitor analysis, buying behavior and training of partners) and a pro-active business with focus on growth within existing business as well as new business incl. expansion of indications, new products for new indications and exploring new segments for existing products. I was a part of establishing joint Ferrosan & J&J Development Advisory Board where key decisions for the future were taken. Main customer was JnJ/Ethicon. Implementation of VMI (vendor managed inventory with JnJ/Ethicon.

Sales of contract manufacturing and dealing with partners distributing our medical devices. I made and implemented key account analyses to ensure a more smooth collaboration with the aim to develop the business further.

Responsible for excipients and actives for the pharmaceutical industry in England, Ireland and Poland.