Nelleke van Heerikhuize

Creating and implementing the commercial strategy and foundation to transform a newly established NGO into a successful organisation. • Leading the end-to-end management of the commercial organisation, including market intelligence, lead generation, sales, and account management. • Assisting team in identifying and acquiring new business opportunities to enhance client base. • Managing the customer experience through continuous evaluation of the service delivery.

Provide effective interim leadership, business consultancy and executive coaching services. • Delivered long-term support in accelerating leadership growth via Stakeholder Centred Coaching. • As Interim CEO of an IT start-up led the end-to-end operations, including development of company vision and strategy. Fostered professional relationships with clients and key stakeholders. • Planned, designed, and implemented Go-To-Market strategy to increase business profitability and achieve annual targets.

Leadership of the General Surgical Business Unit worth $400M, which included developing strategy, value proposition, and new go-to-market model. Led team of 200 sales and marketing professionals with nine direct reports (Country Directors). Oversaw execution of skill development programs for all levels of staff members. • Played key role in uplifting growth and market share trend by 8% through effective management of sales and marketing experts as well as implementation of strategic plans.

Steered execution of all sales and marketing activities, including functional management and strategy development for the Endo-mechanical Business Unit, worth $80M. Headed team of eight direct reports and 45 sales and marketing experts. • Recognised as top-performing region within Europe in 2012 for increasing annual business growth by 15%.

Responsible for establishing and implementing a value based and competitive pricing strategy for the Surgical division, to obtain revenue growth.

Led organisational readiness, including CRM implementation, resource prioritisation and organisational redesign. • Directed the development of business plans and strategies. • Designed a new, motivational and competitive sales compensation plan with a clear link to desired business results.

Managed €80 million Surgical Operating Room Line and successfully led customer-linked commercialisation processes from which new products and services were launched, bringing financial efficiency to the hospital. • Business liaison for distributors; conducting regular business review meetings and aligning on short and long-term strategies. • Introduced Kimberly-Clark Custom Procedural Trays.