Nina Uldal

Amgros sikrer forsyningen af lægemidler og høreapparater til de offentlige sygehuse og høreklinikker i Danmark. Det gør vi via effektive indkøb og udbud for over 10 mia. Kr. om året. Sammen med den øvrige direktion står jeg i spidsen for en organisation, der samarbejder tæt med både regioner, industrien og myndigheder om at skabe mest mulig sundhed for pengene.

Med reference til direktøren for Socialområdet samt Indkøb, Produktion og Logistik i Region Sjælland havde jeg som Koncern Indkøbschef ansvaret for den strategisk, taktiske og operationelle udvikling inden for indkøb af varer, apparatur og tjenesteydelser med en årlig indkøbsvolumen på ca. 5,5 mia. Kr. til regionens ca. 18.000 medarbejdere. Mit succeskriterium var at gennemføre de planlagte besparelser samtidig med at sikre forsyningerne i rette kvalitet til rette tid til sygehusene i Region Sjælland. Balanceringen mellem etiske og samfundsmæssige hensyn samt hensynet til at sikre mest mulig sundhed for pengene var ligeledes en vigtig dagsorden. Koncern Indkøbs ca. 50 medarbejdere var fordelt på afdelingerne Strategisk Indkøb og Jura, Operationel Indkøb og Logistik samt en Data- og Stabsfunktion.

Reference til Økonomi og Planlægningsdirektøren og ansvarlig for den strategisk, taktiske og operationelle udvikling inden for indkøb og jura på tværs af Banedanmarks 2.300 medarbejdere. Banedanmark køber ind for ca. 7 mia. årligt og mit succeskriterium var at sikre mest mulig jernbane for pengene inden for gældende regler. Der var 68 medarbejdere i Indkøbsområdet fordelt på tre sektioner: * Operationelt Indkøb – Logistik, administrative og tekniske indkøb, support, intern service, systemadministration samt drift af svellefabrik. * Strategisk Indkøb & Erstatning – Sourcing, bundling, markedsanalyser, kategori- og kontraktstyring samt erstatning. * Jura – Kontrakter, udbud, forhandling, klagehåndtering, entrepriseret og forvaltningsret. Jeg havde tre sektionschefer og tre projektledere/ledelsessupportere i direkte reference.

As head of the Gambling IT department my main responsibility was to build up the surveillance of the Danish Gambling Market after the liberalisation in 2012. We developped and implemented IT systems to control the data from the gambling operators, as well as close follow up and continuously communication with the Industry.

P&L responsible for the retailer (B2B) market (turnover of DKK 7 bill.) Areas of responsibility: 40 employees working in the following 3 departments: • External Sales: Key Account Management for, among others, COOP and Salling Group. Education Centres where the retailers were educated in product knowledge, sales and corporate social responsibility. 12 regional Account Managers placed around the country. • Trade Marketing & Logistics: Tender, purchase and distribution of weekly store and campaign materials. • Retailer Service: Servicing 3,700 retailers with everything from solving computer problems to product knowledge, sales figures and campaign follow-up as well as administration in connection with change of ownership and employment of new retailers.

Responsible for the merging of several service functions into one department with focus on increased flexibility as well as a better customer experience for retailers and external sales force. Initiator, co-developer and responsible for the tender, purchase and implementation of the new CRM and BI systems and new Order/Stock system. When the position as Head of Sales became available, I was encouraged to apply and subsequently got the job.

Employed to develop a new business area and start an entirely new department including product development, identification of leads, creation and maintenance of customer database as well as marketing and sales activities. Responsible for the budget and staff in the department.

Deputy for the department manager. Responsible for product development, negotiation of contracts with suppliers and production of sales material. Internal teacher in product knowledge and sales technique.

Responsible for budget on own sales district as well as customer and supplier contact. Tour guide for destinations in Europe and the USA. In 1992 I worked as Communication assistant in KILROY’s book café wirth consulting, presentations and sales. I was promoted to Product Specialist in the same department.

Innovation i sundhedssektoren.

One-year international programme with IT strategy on Iceland, EU legislation and Lobbyism in Brussels, Market analyses in London, Customer focus at Disney in Florida and Gaming development in Las Vegas. Kjell A. Nordström was our main teacher through the programme.