Martin Holm

Martin Holm

Managing Director at GN ReSound Brazil

Brazil

Current
  • Member of the Council of Health Care Advisors and the GLG Educators Program at Gerson Lehrman Group

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1 more...

Past

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Education
  • University of California, Los Angeles - The Anderson School of Management
  • University of Pittsburgh - Joseph M. Katz Graduate School of Business
  • Copenhagen Business School
  • Pontificia Universidad Católica de Chile
  • Tongji University
  • Universidad Nacional Autónoma de México
  • Cultivator KAM
  • Cultivator KAM
  • Cultivator KAM

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6 more...

Recommended
Martin has 20 recommendations 20 people have recommended Martin
Connections
500+ connections
Industry
Medical Devices

Martin Holm’s Summary

Versatile, internationally seasoned and result-oriented executive with 8+ years of experience with multinational companies, mainly in health care (pharmaceuticals and medical devices) and management consulting. Strong experience with sales, business development, manufacturing and operations - incl. restructuring/start-up of operations in high growth industries, with focus on Latin America (speaks Portuguese and Spanish fluently) but also business experiences worldwide from the US, Europe, and Asia-Pacific including various trips to China. Background allows for easy crossing of industry barriers as evidenced by already diverse industry and functional experience with multinationals. Cross-culturally sensitive (trilingual), able to provide strong hands-on leadership and motivation to teams. Highly mobile, willing to relocate.

Martin Holm’s Specialties:

- General Management
- Sales and Business Development, in wholesale and retail
- Establishing/realigning operations
- Strategic Planning
- Versatile cross-functional business skills
- Strong leadership / coaching skills
- Sound lean process/productivity mindset
- Extensive international experience

Martin Holm’s Experience

  • Managing Director

    GN ReSound do Brasil

    (Medical Devices industry)

    March 2008 — Present (10 months)

    Full P&L responsibility, an organization of +100 people, with 6 director reports.
    - Own retail chain, wholesale, distributors, government tenders across Brazil.
    - 2008 targets include doubling size of own retail chain
    - 12% sales growth in the first six months '08 vs. nearly flat development from '06 to '07.
    - Increased productivity by changing processes in production/logistics – in 6 months we decreased new-make and repair turn-time to an average of 2,5 days from 21 days.
    - Enhanced segmentation/targeting through implementation of new tools in sales force & training dpt.
    - Improved financial processes, e.g. reducing Days-of-Sales-Outstanding by 25% in 6 months and revamped budgeting practices to improve transparency and compliance by department and accounts.
    - Renewed product portfolio with recent technology products to ensure market positioning and pipeline.
    - Upgraded OHS by implementing procedures and introducing personal protection equipment.

  • Director of Strategic Accounts and Tenders

    GN ReSound

    (Public Company; 1001-5000 employees; Medical Devices industry)

    August 2007 — Present (1 year 5 months)

    - P&L responsibility for key customers worldwide, i.e. international and national retail chains, large government tenders.
    - Responsible for financial and customer satisfaction KPIs, growth and profitability plans for specified strategic accounts.
    - Responsible for outlining scope, organization, and initial ‘tool-box’ for Key Account Management within the GN ReSound group (incl. leverage the local practices of key account management), as the function is newly established in the group.
    - Responsible for coordination of brand positioning and channel management towards strategic accounts.
    - Chairing groups in proposals and bidding processes for private and public accounts, with HQ and local management.
    - Mentor regional sales and operational teams trading with key accounts and influencing their business strategy in order to expand account base, increase revenues and improve profitability across all brands in the group.

  • Guest lecturer and project advisor

    Copenhagen Business School

    (Educational Institution; 10,001 or more employees; Higher Education industry)

    October 2006 — Present (2 years 3 months)

    Guest lectures on International Business Strategy on cand.merc. electives and for 3rd year bachelor of economics (BLC) at at CBS.

  • Member of the Council of Health Care Advisors and the GLG Educators Program

    Gerson Lehrman Group

    (Privately Held; 201-500 employees; Market Research industry)

    July 2006 — Present (2 years 6 months)

    The Council of Health Care Advisors (www.glgcouncils.com) is a leading network of high-level executives in the Health Care sector - a global network of over 150,000 industry professionals. An international association of academic and industry thought leaders consulting for leading investment professionals worldwide, Gerson Lehrman's council members collaborate with Gerson Lehrman Group's clients to discuss business issues and trends occurring within the Health Care industry.

    I am part of the GLG Educators Program, which highlights Council Members of merit. This Program is only available to those Council Members who are identified as GLG Educators by GLG's clients and GLG employees.

  • International Sales Manager

    GN Resound

    (Public Company; 1001-5000 employees; Medical Devices industry)

    January 2006 — August 2007 (1 year 8 months)

    - Conceptualized and managed the group’s Sales Excellence program across subsidiaries globally – improving sales strategy and planning, sales force productivity, metrics etc.
    - Managed key account group to win NHS (UK) tender in the Scotland, after 2 years without GNR as a supplier.
    - Successfully implemented sales operations improvement initiatives across subsidiaries – e.g. SPIN and internal training, customer/territory segmentation, ABC123-analysis.
    - 1 1/2 months as Acting General Manager in Australia, re-organizing sales and internal processes to prepare for new GM.
    - Supporting the Group SVP for International Sales&Marketing, I was responsible for driving strategy development for subsidiaries in 21 countries globally (with additional regional distributors).

  • Business and Organizational Development Manager (Executive Assistant to Site Vice President)

    Novo Nordisk - Strategic Site in Montes Claros, Brazil

    (Public Company; 10,001 or more employees; Pharmaceuticals industry)

    May 2005 — December 2005 (8 months)

    Member of site senior management team (3 VPs + 6 directors).
    - Responsible for aligning Balanced Scorecard, strategic development plan and budget. Achieved a significant improvement in compliance with HQ budgets and BSC targets as result of actions implemented.
    - Designed and implemented strategic site development plan process and new governance structure, to facilitate transition from having several large projects on site to go into normal operation/production.
    - Drove manufacturing development (for/with Site VP and directors) – e.g. focus on unit cost reduction, 5S, Lean manufacturing etc. – which enabled site to execute projects successfully and attract further investments from HQ.
    - Acting as intermediate HR director for a period of 6 months (while searching for local replacement), I was responsible for the management of the HR department (24 employees), incl. as member of Integration project core group for HR.

  • Guest lecturer

    School of Business at the Universidade Federal de Minas Gerais, Brazil

    (Educational Institution; 5001-10,000 employees; Higher Education industry)

    November 2005 — December 2005 (2 months)

    Guest lecturer on the topic “Entrepreneurial Strategy and Finance” to a class of MBA students at the Faculdade de Ciências Econômicas (Business school), at the Universidade Federal de Minas Gerais (Belo Horizonte, Brazil)

  • Organizational Development Coordinator

    Novo Nordisk - Strategic Site in Montes Claros, Brazil

    (Public Company; 10,001 or more employees; Pharmaceuticals industry)

    July 2004 — April 2005 (10 months)

    Member of core group in post-merger integration, responsibility for integration and development of HR dept. (25 people).
    - Responsible for rolling out Novo Nordisk Way of Management program/training in site (e.g. introduction to company culture and performance management systems training) - rated very successfully by management and participants.
    - Coordinated roll-out of Balanced Scorecard and internal performance system at site, which improved the performance management culture with managers and supervisors.
    - Managed organisational analysis, implementing new management structure and future organizational structure (through assessment process), hence effectively transferring ownership from Danish expatriates to Brazilian mgmt.
    - Planned and implemented overall HR-strategy for the site ramp-up (hiring and training of 400+ new professionals and technical staff).

  • Internal consultant, extended business trip to México

    Novo Nordisk sales affiliate – México

    (Public Company; 10,001 or more employees; Pharmaceuticals industry)

    March 2004 — May 2004 (3 months)

    Supported newly hired GM in strengthening affiliate growth strategy, realigning sales and marketing strategy in México.
    - Successfully managed local follow-up on internal NN sales effectiveness program and subsequent sales force optimization (with focus on market segmentation).
    - Driver of (re)implementation of sales and marketing analysis and gave recommendations for GM on how to restructure sales organization and ensure sales force effectiveness. Supported new Sales Director in reorganizing territories, reporting lines, segmentation and targeting, etc.
    - Responsible for co-marketing partnership analyses and elaborating basis for negotiations with local partners – successful agreement achieved with local company to co-market off-patent products in local market.

  • Project Manager, Strategic Operations in São Paulo, Brazil

    Novo Nordisk

    (Public Company; 10,001 or more employees; Pharmaceuticals industry)

    August 2003 — March 2004 (8 months)

    Latin America Regional Office, São Paulo, Brazil

    - Designed and implemented pharmaceutical marketing data platform for use in Latin America. The system improved the region’s ability to forecast sales and target customers; was later ‘copied’ in other regions in the company.
    - Managed large regional organizational change project – redesigning and restructuring the Novo Nordisk sales affiliate structure in Latin America to achieve more organic growth – incl. closing of sales and distribution office in US; reorganizing regional office functions in Brazil (incl. recruiting and training); assisting new GMs in building organizations in México, Chile, Venezuela (and transferring processes from US).
    - Supported GMs in newly established countries with new operations on commercial setup of Novo Nordisk operations, incl. establishment of sales force structure, financial cycles, etc. to improve commercial setup in the particular countries.

  • Portfolio Analyst, Portfolio and Competitor Analysis, HQ in Copenhagen, Denmark

    Novo Nordisk A/S

    (Public Company; 10,001 or more employees; Pharmaceuticals industry)

    January 2003 — August 2003 (8 months)

    HQ Strategic R&D, Denmark

    - Responsible for analysis of the company’s development portfolio, incl. selected NPV reports to Int. Marketing management and R&D management; to be included in strategy development and growth projections in new therapeutic indications.
    - Worked closely together with marketing units to establish market data to support valuations of key development projects.
    - Member of cross-functional team empowered to improve portfolio review processes; my team focused on commercially-oriented side of portfolio management of development projects within the pharmaceutical industry.
    - Responsible for broad analysis of industry vs. Novo Nordisk product portfolio status – incl. R&D expenditure level and efficiency – for Strategic R&D Management to support long-term strategy in corporate Strategic Planning Process.

  • Junior consultant

    PwC Consulting Denmark

    (Privately Held; 51-200 employees; Management Consulting industry)

    November 2000 — August 2002 (1 year 10 months)

    My project experiences include:
    - Strategic market profile and market entry analysis on the American playground market for global Danish playground manufacturer.
    - International food/ingredients company: Internationalization strategy process for Danish food export company (strategic outlook work and project management)
    - Market entry strategy to the UK for major Danish paint/coatings producer
    - Global Danish meat-producer: Scoping and development of 2- year global management development program (top-management and young talents)
    - Major Danish beer company: Internal analysis of supplier contact and diffusion of key supplier agreements across organizational boundaries in Carlsberg Denmark.
    - Global pharmaceutical company: Global ERP-implementation (SAP); project management during scoping, proposal, and client presentation phase.
    - Nordic Telecommunications Company: CRM-solution (Siebel), scoping facilitation for project team, team coordination, proposal presentation to client.

  • Assistant/Trainee, Corporate Sales&Marketing Support

    Berendsen Textile Service

    (Public Company; 201-500 employees; Textiles industry)

    April 2000 — October 2000 (7 months)

    Sales performance reporting, sales support to field sales force. Project assistant in ISO-certification process. I participated in an outsourcing-project in China (2 months), identifying and evaluating potential suppliers, partners and agents.

  • Assistant/Trainee, Corporate Marketing

    Semco/CW Obel

    (Public Company; 1001-5000 employees; Utilities industry)

    January 1999 — February 2000 (1 year 2 months)

    Market analyses, ad hoc marketing support, Intranet site maintenance and update, etc.

Martin Holm’s Education

  • University of California, Los Angeles - The Anderson School of Management

    Executive program, Medical Marketing, 2004 — 2004

    Activities and Societies:
    Executive program on qualitative and quantitative aspects of medical marketing

  • University of Pittsburgh - Joseph M. Katz Graduate School of Business

    Executive Program, Mergers&Acquisitons, 2004 — 2004

    Activities and Societies:
    Executive program on M&As: Achieving Growth and Value through Mergers

  • Copenhagen Business School

    MBA, Intercultural Management, 2000 — 2002

    Activities and Societies:
    President of the Student Council
    Founder of the CBS Case Competition
    Appointed as CBS representative at international congresses, e.g. Graduate Business Forum and case competition at Darden (US)

  • Pontificia Universidad Católica de Chile

    MBA exchange semester 2001 — 2001

  • Tongji University

    Extended business program at MBA school 2000 — 2000

  • Universidad Nacional Autónoma de México

    Under-graduate exchange semester 1998 — 1999

  • Cultivator KAM

  • Cultivator KAM

  • Cultivator KAM

Additional Information

Martin Holm’s Interests:

Sales force productivity Leadership and organizational effectiveness Sustainable business management Entry Strategies

Martin Holm’s Groups:

- Member of the Gerson Lehrman Group Council (www.glgcouncils.com). Clients of the Gerson Lehrman Group includes some of the largest mutual funds, hedge funds and private equity firms. The GLG connects these investment managers with a network of professionals who have insights in various industries to provide clients with knowledge and insight through The Councils, a global network of over 150,000 industry professionals.

- Graduate Business Foundation (organization that mentors leadership programs for top MBA student leaders worldwide)
- Project Management Institute (cross-industry development and certification of PMPs)
- Danish-Pacific Rim Network (prof. network for participants in FUHU business programs)
- Civiløkonomerne (association of business graduates, for legal and professional support)
- CBS Alumni (Master-level graduates from Copenhagen Business School; network/exec. education)
- SPRØK Alumni Association (graduates from the Intercultural Management-branch at CBS)

  •    Graduate Business Foundation
  •    PwCC Alumni Association
  •    Executive Suite
  •    Medical Device Networkers
  •    Copenhagen Business School Alumni
  •    PittBusiness, Joseph M. Katz Graduate School of Business
  •    DABGO South America
  •    Medical Device Link
  •    Biotech & Pharma Professionals Network
  •    Professionals in Pharmaceutical Industry and Biotech Industry
  •    The Life Science Executive Exchange
  •    Medical Devices Group
  •    Medical Device Development, Marketing And Sales
  •    GN ReSound A/S
  •    C3, ledelse og økonomi / Danish Business Economists
  •    PUC Alumni

Martin Holm’s Honors:

- Based on academic performance and leadership (out of 15.000 CBS-students), I was
- selected as one of four top-students representing CBS in the 19thAnnual “McIntire International Case Competition”, held at the University of Virginia in February 2000.
- appointed by the CBS President as one of four CBS-delegates to the Annual Graduate Business Conference 2002 in Atlanta, USA: “Getting to the Future First” for student leaders and student politicians on business and development topics.
- In 2002, I founded the CBS Case Competition, which is now an annual international business case event – the first of its kind in Europe and now entering its 8th consecutive year – with participant universities from countries world-wide (see www.casecompetition.com) and major corporate sponsors.

Martin Holm’s Contact Settings

Interested In:

  • career opportunities
  • consulting offers
  • job inquiries
  • expertise requests
  • reference requests
  • getting back in touch

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