Ascendis Health
Rudi Griezel has work experience in various roles within the sales and buying sectors. Rudi joined Ascendis Health in 2014, starting as the Head Of Sales and later becoming the National Sales Manager. In these roles, they developed and implemented effective national sales strategies, led sales teams to achieve targets, and provided training and coaching. Prior to Ascendis Health, Rudi worked at ShopriteCheckers as the National Senior Buyer from 2012 to 2014. In this position, they focused on developing strategies to grow distribution and footprint, negotiating with suppliers, and overseeing listing and pricing of new innovations. Rudi's work experience demonstrates their expertise in sales and buying within the healthcare and retail industries.
From 2004 to 2007, Rudi Griezel attended Intec. No information about the degree or field of study pursued at this institution is available.
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Ascendis Health
Background Ascendis Health is a health and wellness company founded in 2008 and listed in the healthcare sector of the JSE in November 2013. In 2015, the Group embarked on an international growth strategy and acquired four businesses in Europe: Farmalider in Spain (2015), Remedica in Cyprus (2016), Scitec in Hungary (2016) and Sunwave Pharma in Romania (2017). Today Ascendis Health has a global reach with well-known brands and products sold to more than 120 countries across all continents. Strategic focus Against a backdrop of too much debt and limited operational flexibility we have set out a three-pillar strategy with the following focus areas: Pillar1: Stabilise (‘Fix the balance sheet’) • Set the medium-term portfolio strategy – which companies we should keep and which we should sell • Restructure existing debt to match the long-term portfolio strategy • Introduce sufficient new money to restore operational flexibility and ability to execute ‘Optimise’ Pillar Pillar 2: Optimise (‘Right-size and create platform businesses’) • Set the operating model to align with portfolio strategy and reduce complexity • Implement Project Office discipline to drive efficiencies, capital allocation optimization, and margin management strategies in each Business Unit • Create Business Unit specific incentivization programs and develop owner-manager mindsets Pillar 3: Grow (‘Maximise value and grow the platforms’) • Deleveraging strategy to take onto account the interim cash conversion profiles of the underlying business • Remain flexible to access attractive market windows • Deploy capital to underpin steady state portfolio