To establish a clear brand platform, I have been expanding on solid momentum around lead generation and best processes on lead follow-up; sales training; marketing intelligence build up; reference site centers of excellence; competitive claims; value proposition framing.
Jan - Aug 2018 Philips Healthcare
Assignment: Interim global marketing team leadership, compensating for 12-month absence of a dedicated marketing leader
I defined improvement areas for staff, reviewed the marketing strategy, (financial) processes and tools, and initiated projects. The marketing department came to be seen as trusted advisors, which boosted morale. They became a close team with a proactive marketing attitude, and a defined, data-driven program that now runs independently. Through my deep-dive lead management project, I implemented the ROMI tool to optimize marketing budget for best results. Finally, I prepared the department for smooth transition to the definitive marketing lead’s arrival.
Aug - Dec 2017 Philips Healthcare
Assignment: Leadership global marketing team with 80+ global and local projects of all scales that required completion
Vacations, sick leave and crash actions meant the team had to manage all events regardless of individual competences. Mystreamlining process started with collating information. This resulted in, for example, implementation of an ‘eventbook’- a stake holder manual for running events–and a central point for event management questions. My domain further included event calls with the sales force, application specialists and other stakeholders, mentoring new hires and setting up sales support. The group stabilized and team members could focus on their original projects.
May - Jul 2017 RikaOnline
Assignment: Sales increase of sole proprietorship RikaOnline (short-termgoal) and generation of optimum income with minimal staff (mid-termgoal)
By conducting in depth interviews, mind-mapping and identifying benchmarks, I created a plan to take RikaOnline to the next growth stage. A sustainable business model was built on a clear overview of business activities to focus on, and less pressing matters to let go of. This brought peace and mind and renewed energy.
Apr - May 2017 Zakenkantoor Masyn
Assignment: Implement unified house style after new partner enters the business
I first interviewed the partners to understand their vision. Elements to be retained from the existing logo became the starting point. Following logo approval, we continued this process with the remaining house style elements. Their juvenated logo and house style helped the partners support their vision and be ‘futureproof’. The updated look and feel of this dynamic company’s corporate identity has given current employees a renewed sense of pride.