– What is Happening in the Nordics in relation to the healthcare industry
– Expert-interview with the Managing Director of Movianto Nordic
In this interview, Marina Steensen shares the career path that led her back to Movianto as Managing Director and reflects on leading through change in a highly regulated sector. She explains how Movianto combines rigorous quality standards with a flexible, client-first approach, powered by close collaboration across teams and borders. From the seamless Greve-to-Køge warehouse move and expanded ultra-low-temperature capacity to lessons learned during a full IT transition, Marina highlights how pharma logistics is evolving toward more specialized therapies, shorter lead times, and rising expectations for real-time data visibility—always focused on ensuring patients receive the products they need, when they need them.
Can you tell us about career journey and your past experiences in logistics?
I am more or less born and bred logistics. I started in the packaging industry as logistics and purchasing manager, then gradually moved over to the commercial side – I have stayed there ever since.
What inspired you to pursue a career in pharma/healthcare logistics?
It was not a conscious choice at first, but once I landed in pharma wholesale in 1994, I stayed in the sector and eventually moved into 3PL. I’ve always been fascinated by making things work efficiently within a highly regulated environment.
When did you join Movianto?
I joined Movianto following the acquisition of my previous company in 2009.
What has been the journey with Movianto?
My journey at Movianto has taken me from purchasing to supply chain, then into market management, and ultimately to Managing Director. Locally, they like to call me a ‘yoyo’ – I was away from Movianto from 2013 and 2021, before returning as MD. Throughout it all, I’ve worked in different roles focused on client satisfaction across the supply chain.
Could you share some key milestones in your professional life?
Major milestones have been greenfield start-ups. One was the 2012 move from an old run-down warehouse into a state-of-the-art facility. Later, while I was away from Movianto, I helped start up a new pharma supply chain business. Most recently, we completed the move from Greve to Køge into a brand-new sustainable warehouse.
Outside your job: Do you have any hobbies? Do you like or practice any kind of sports? Are you volunteering for a certain organization?
I absolutely love to travel, and whenever I can, I hike with friends – it really clears the mind, focusing simply on putting one foot in front of the other.
I also volunteer with the Danish Red Cross where I sit with people during their final hours, either because they have no family or because the family needs a break. I sincerely believe that nobody should have to die alone.
Is there anything that you know now and from which you would say: I wished to have known this earlier? Could you share examples with us?
Personally, I’ve learned to focus on what I can influence and to let go of what I cannot.
I also sometimes wish I hadn’t been quite so optimistic as I often am. Lately, a more cautious tone would have helped us communicate more clearly with clients and customers during our IT transition. It was – and to some extent still is – a tough period for them, and we could have been more precise in those hectic months. That’s definitely a lesson learned.
What unique services does your logistics operation offer that set you apart from competitors?
It’s more an attitude than a service: being flexible, attentive, and willing to go the extra mile to meet client needs in an ever-changing pharma logistics landscape.
We really try to have a personal approach when connecting with our clients. Our Key Account Managers are closely connected with customer service, and I truly believe that treating people well and working with mutual respect takes you much further.
That said, the IT transition has been difficult. Our teams have not always been able to offer the level of service our clients were used to, which has been tough for customers – and for our people as well.
The meaning of your services often goes beyond pure logistics. Could you describe that?
Several of our clients have used us as a platform to enter new markets. They may start with us in Denmark and then expand relatively quickly to Norway, Sweden, Finland, and Iceland. We’re able to support that growth with a flexible approach that never compromises rules and regulations – and that agility is a real distinction in the market.
How do you ensure the quality and reliability of your services?
We focus relentlessly on getting things right and on continuous training. Our Quality Assurance ( team is an integrated part of the Supply Chain services, monitoring what works well and what needs improvement across all processes. They’ve been exceptionally busy during the IT transition and have added incredible value by driving the continuous improvements that period required.
We’ve long been recognized for the depth of expertise within our teams in their respective areas. After a full system change – especially for a company that used the same system for 20 years – we’re working hard to rebuild that day-to-day confidence and performance level, and we’re steadily getting there.
Are there some services that you built related to a specific client need?
Yes. We can adapt relatively quickly to new or increased client demands. Most recently, we have increased our capacity for storage at –80°C to meet a specific customer need.
What is Happening in the Nordics in relation to the healthcare industry?We’re seeing a clear shift toward more individualized medicines. These products are typically high-value and low-volume, and they require a different level of handling and attention compared with large-scale, mass-market treatments. Many of our newer clients are developing personalized therapies for smaller patient groups.
At the same time, collaboration across the Nordic region is increasing. There is growing demand for centralized warehouse solutions that can optimize supply to all countries, and governmental bodies are working more cross-border, including joint tenders for hospitals.
Can you give some more details about the specificities of your country’s healthcare market and systems locally? For example, does your country do more production, importation, or exportation of pharmaceuticals?
Denmark is known for several large, global pharmaceutical companies, and this influences the attention to the industry. Interest from many small investors is huge, underlining the sector’s importance locally.
What are the current trends in the pharma logistics industry in your country?
Like elsewhere, pharma companies are adapting to today’s geopolitical shifts while also moving increasingly toward specialized pharmaceuticals, including biotech products.
How is the pharma logistics sector evolving in response to market demands?
Timelines are getting shorter and shorter. We need to be able to provide live data to our clients, so they can make sound, fact-based decisions. Easy, real-time access to information is becoming essential for our clients’ business development, and following the IT transition we are well on our way to delivering that level of visibility.
What Makes your country’s logistics operations special or even unique? What types of products do you specialize in?
Our operation is cross-border by nature. We made that choice many years ago, with the goal of simplifying the supply chain and making deliveries across the Nordic region as efficient and reliable as possible.
How do local market conditions influence your logistics strategies?
When working with governmental bodies, our logistics strategies are much influenced by local legislation. However, as most of our clients are part of European or global organizations, we also need to align with broader regulatory requirements and expectations coming from their international frameworks.
What are some specific healthcare distribution challenges in your country?
Like many other countries, we’re seeing increasing product shortages. This requires us to be highly agile in back-order situations.
How do customs regulations affect your logistics processes?
Because we operate across the Nordic region, customs clearance is part of our daily work. In particular, deliveries to Norway and Iceland require formal customs processes, so we’ve built that expertise into our standard operations.
Can you share a case study where you successfully navigated a significant challenge?
A great example would be the relocation of our entire business from Greve to Køge in 2023. Our goal was to complete the move without any disruption for clients or their customers – and we succeeded.
The team carried out the transition over eight weekends, moving clients one by one while operations continued from two sites in parallel. Clients could effectively close at the old site on a Friday and resume at the new site on Monday without noticing any interruption in service.
This approach gave clients reassurance throughout the process: we did not lose a single client and experienced only minor, if any, disruptions.
It was a great achievement by the entire team.
Can you elaborate on the complexity of your work and how you manage it?
It’s really all about people. Managing complexity means connecting the right individuals to solve each task, ‘translating’ between different perspectives, and navigating in organisations both locally and across the group – so we can work together in the best possible way for our clients.
How do you collaborate with clients to ensure their needs are met?
Over the years, Movianto as a group has built a strong framework for open communication and collaboration with clients across all parts of the supply chain. Our strength is that we combine both local and European points of contact. We meet regularly, exchange openly, challenge each other, and use that dialogue to drive continuous improvement.
Why do you believe your logistics operation is an essential link in the healthcare industry?
I believe that we help ensure patients receive the products they need, when they need them – while also supporting our clients in developing and growing their business.
Would you say that clients understand the value of logistics in their business?
For sure but it’s a bit of a paradox. In logistics, we spend a lot of time managing exceptions. When everything runs smoothly, we’re simply doing our job and there’s little need to communicate with clients. It’s usually when something doesn’t go as planned that the value of logistics becomes most visible. So, on the day-to-day operations, no news is very often good news.
What about collaboration with other Movianto country organisations? Do you serve clients in common with other countries? How do you collaborate across borders?
Yes, we work closely with colleagues in our sister companies to ensure a consistent understanding of each client across countries. This collaboration happens on several levels and is maintained regularly, with coordination from the central Movianto team—commercially, operationally, and in quality—to make sure we align and deliver seamlessly across borders.