Stellenticket Technische Universität Dresden

Über uns

At Veeva, we build and imple­ment enter­prise cloud tech­no­logy that powers the big­gest names in the phar­maceu­ti­cal, bio­tech, con­su­mer goods, and che­mi­cal & cos­me­tics indus­tries. Our custo­mers make vac­ci­nes, life-saving medi­ci­nes, and life-enhan­cing pro­ducts that make a dif­fe­rence in ever­y­day lives. Since 2007, our tech­no­logy has trans­for­med these indus­tries, enab­ling them to get cri­ti­cal pro­ducts and ser­vices to mar­ket fas­ter.

Un­se­re Phi­lo­so­phie

Our Core Values:

1) Do the Right Thing
2) Custo­mer Suc­cess
3) Employee Suc­cess
4) Speed

Do the Right Thing
Do the right thing is about having the right morals. We are honest and treat others as we wish to be trea­ted. We believe in decency and actively try to do what we feel is right. Veeva is not all about the money, we con­si­der custo­mers, the indus­tries we serve, employees, and our share­hol­ders in making decisi­ons.

Custo­mer Suc­cess
Custo­mer suc­cess has three parts. First, it's about the people in the com­pa­nies we serve. They should enjoy working with our pro­ducts and people. They should be able to count on us and know we will go the extra mile when nee­ded for custo­mer suc­cess. Second, it's about the com­pa­nies. Our pro­ducts and ser­vices should deli­ver posi­tive ROI over the short and long term. And third, for the indus­tries as a whole. Veeva pro­ducts and ser­vices should have a posi­tive effect on the indus­try, making it more effi­ci­ent, inno­va­tive and effec­tive. We strive to be an out­stan­ding and highly stra­te­gic part­ner to the indus­try over the long term.

Employee Suc­cess
Veeva should be a place where employees can do their best work and work around great people in an envi­ron­ment of team­work. Employees should be trea­ted with respect and given the appro­priate sup­por­ting struc­tures to effec­tively 'cap­tain their own ship' for growth and excel­lence.

Speed
We should try our best to do things quickly and cor­rec­tly the first time. We should get the important things done today rather than tomor­row. As we grow, we must push decision making down to ope­ra­ting levels to retain our speed, agi­lity, and inno­va­tion.