
SHARISTA MOONILALL
Pharmaceutical Sales Manager

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About me
Key Accounts Manager
Education

2. Supervisory Development programme – Imperial Logistics Academy Accreditation number: TETA 13-300
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3. KZN Managers Development Programme 2018 –NQF Level 5
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Masoom
2023 - 2026Crice accredited Hospital and Health Care Facilities Administration/Management
Alison
2023 - 2024Diploma Pharmacy assistant HG
1. Microsoft Excel 2013 – Date completed 17 August 2017
2017 - 2017EXCEL
MANCOSA
2019 - 2020Higher Certificate Logistics, Materials, and Supply Chain Management higher
Alison
2023 - 2023Certificate ISO 13485:2016 Quality Management Systems for Medical Devices Higher
Experience

Pharmed pharmaceuticals
Aug 2009 - Oct 2021Pharmaceutical Sales ManagerCall Centre Management (Telesales & Customer Services) Customer visits - One of my KPA's was to call on Dr's and Pharmacies in field. Both call centres contribute approx. 80%-85% of the company’s annual turnover Successfully grew the turnover margins from 58% - 70% within last two years Target Audience: All HCP such as Doctors, Dentists, Physiotherapists, Pharmacist, Independent Hospitals Direct Reports: KZN: 22 (telesales agents, admin assistant) which contributes to 75% of monthly budget CT: 3 (telesales agents) which contributes to 25% of the monthly budget, this is significant considering that JHB has a larger telesales team of 9 telesales agents in comparisonHas grown annual turnover from 58% to 70% within the 2 years Due to the performance of the CT & KZN Telesales Teams, seconded to roll out training for the JHB Call Centre Promoted to Telesales Manager in 2017, the main issues faced with the CT Call Centre where the following: The CT call centre used a different system to KZN There was a lack of inclusivity and visibility of the CT Telesales Team to the rest of the teams and / or company Poor stock management which incurring losses for the business Successfully overcame with the following: Thorough analysis of sales and inventory reporting paying particular attention to timelines thus was able to implement a tracking system Linking of the CT & KZN teams which improved flow of operations and systems Instituted a direct line of communication for CT Telesales Agents to myself (set as priority calls) Perform regular and extensive training sessions Conduct quarterly visits to CT Branch Implementation of performance reviews and management, KPI management SOP compilation and management Regular reporting and feedback sessions Utilize a very supportive, collaborate yet compliance driven management approach Show less

SA HEALTH PROTECTING SERVICES
Oct 2022 - nowJunior Key Account ManagerSupply chain management importing and exporting ProcurementShippingSales negotiationMarketingMerchandisingPoint of contact- Hospitals, pharmacies all clients, retailersNegotiating Reporting- stock, sales, stock requirements Stock rotationPharmaceuticals
Licenses & Certifications

KZN Managers development programme
NQF level 5Oct 2018
Imperial Supervisory development programme
Jan 2017
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