• 9 Years of experience
• 6 Years in MedTech
• 3 Languages
• Master in Management
My goal is to build new reasons to buy your products thanks to sustainability, by prioritizing actions that are currently feasible with your available ressources and plan the ones that require extra ressources.
We can get you a new competitive advantage in under a year!
If you would like to get started, let's exchange and decide how to make it happen
A manufacturer of single-use instruments wanted to start the sustainable transition of their portfolio. After a full assessment of the situation, I was able to set up a roadmap and priority actions that could quickly get results.
Ex: The portfolio packaging was inconsistent, with part of the products using boxes made from recycled materials and others not, both with similar technical specifications.
The change required limited effort: supply chain could extend an existing sourcing solution, regulatory impact was negligible and quality validation remained straightforward, offering in a few months a clear and credible claim across the portfolio.
Understanding the levers of sales on a mature market, where all products have reached a similar level of quality requires more than internal assumptions. Thanks to an ethnologic approach, I was able to combine inputs from internal and external representatives, different users (nurses, doctors, patients) and buying entities (doctors, hospital) and transform them into department-specific action items.
A macro-approach accros departments and the creation of a new product strategy was born, thanks to those daily decision-makers.
Ex: A distributor's representative admitted he'd rather sell a system that has more failures and quickly available spare parts, that one that rarely needs reparation but has long lead times for spare parts. This meant that he didn't install brand A equipment, even if more reliable, or cheaper, or more user-friendly.
A cross-functional product initiative had been blocked for several years due to unclear direction and lack of alignment between teams.
By working closely with a small core group, structuring the key questions, and organizing focused exchanges, the topic was progressively clarified.
Within a few months, this led to a concrete stop/go decision, allowing the organization to move forward and reallocate resources with confidence.
Frequent product questions from sales teams revealed a deeper issue: information was fragmented across internal product lines, making it difficult to access and use in the field.
I mapped the problem comprehensively, collecting questions globally and validating needs directly with key markets and organizing targeted sessions with key countries and field representatives.
Based on this, I consolidated and validated answers and worked on the most usable format fitting the filed conditions.
This led to the development of a mobile-friendly, “three-click” tool centralizing product knowledge.
The result: a clear reduction in sales friction, fewer repeated requests and immediate access to consistant and reliable product information in the field.
These examples reflect how I approach complex, cross-functional challenges.
If this is the kind of impact you are looking for in your organization, let's connect: