Some careers are driven by innovation. Others by expertise. For Amira Jady, Senior Project Manager within Automation and IT at NNE, motivation has always come from purpose – from working in industries where what you do truly matters to others, and where quality, responsibility and decisions carry real consequences.
“I have spent my entire career in critical industries,” she says. “I started in the financial sector and then moved into aviation as a project manager. That was also a critical platform, but it came with a lot of travel and being away from my family.”
It prompted reflection: What mattered most to her and where did she want to make her impact?
Originally from Kalundborg, she began exploring opportunities closer to home. That was when she came across NNE.
“At first, I was skeptical,” she admits. “I thought: Is there going to be anything here that interests me? Old Kalundborg… socks and sandals.”
What changed her mind was not only the scale of the projects being executed or the technological solutions involved, but also the impact on the end users who rely on those solutions.
“In pharma, the end user is people who are ill and depend on the medicine. That spoke to me. I wanted to be part of something that makes a real difference – to people and to the healthcare system.”
Eight years later, she leads complex projects across Automation & IT, ensuring seamless progression from design to execution. It is a role at the heart of pharma engineering, where quality and compliance are non-negotiable.
“In my role, you always need to keep an eye on both technical disciplines and quality. As a project manager, it is essential that you understand what the deliveries you are driving actually involve. You need to grasp the technical context.”
That understanding is something she has built over time. Trained as an IT engineer with a specialisation in game development, her early focus was primarily on software rather than hardware. At NNE, the two are inseparable.
“Automation & IT combines both software and hardware. Engaging with both has been part of my journey here.”
For Amira, quality is not an abstract concept in her work. It is a daily discipline.
“We take quality extremely seriously. Our QMS systems are our bible. And I genuinely admire that. The way we execute API pharma projects at NNE has strengthened my own focus on quality and professional rigour.”
As a project manager, she also describes her role as occasionally acting like a “lighthouse” – creating order through a strong overview, guiding project teams and turning chaos into structure. Or, as Amira puts it, bringing “cosmos to chaos.”
“We project managers navigate chaos. We’re chaos pilots,” she says with a smile. “For others, it might look like a pile of mess. But I know exactly what’s in that pile.”
In that context rules and structure are not constraints, but enablers.
“I’m often called rigid. And I am very rule-oriented. But that has turned out to be an advantage when you work as much within GMP as I do. Manufacturing execution needs to be fit for its intended use. Following the rules is part of delivering our high-quality projects.”
Even after years of experience in the field, starting a new project can still sometimes feel disorienting.
“Sometimes it feels like you are starting from scratch again. That is when I remind myself: I’ve done this before. I know what needs to happen.”
From there, she immediately looks for solutions and collaboration.
“Who is the team on this project? How do we make it work together? I love these challenges. I see them as opportunities.”
For her, leadership is about striking the right balance between maintaining control and fostering meaningful connections.
“As a project manager, I need to be pragmatic and people-focused. I have to engage my project team and act as the glue. That is how you achieve the best outcomes.”
For Amira, knowing her individual constraints also plays a central role in succeeding.
“Even as a senior, you do not know everything. I truly believe you must never stop learning and asking questions. You have to stay curious and close to people. I do not make the projects run. Our people do.”
One of her proudest achievements reflects both responsibility and independence.
“On the four largest projects I have worked on in my eight years at NNE, I’ve been the only IT project manager across them. I have been the flag bearer.”
Looking back, she almost surprises herself.
“I sometimes think: how did I manage that? It was intense. But it’s been an incredible journey.”
What makes her especially proud of those achievements is the feeling of ownership that comes with that level of responsibility.
“I did not just design it. I was part of executing it. I was allowed to put my mark on those large complex projects that I can physically see the end-result of.”
In that context, autonomy becomes a strong driver for Amira.
“I like being able to make decisions and have influence. Self-determination matters to me.”
At the same time, her leadership style is deeply inclusive.
“I do not know everything. I rely on my specialists’ knowledge. Delegation, involvement and being heard are incredibly important to me.”
Outside work, she finds balance through weightlifting, which she trains for almost daily.
“Training is my way of ventilating and staying balanced. I push myself physically, increase intensity and frequently use the time reflect.”
It also becomes a space for learning.
“I think about my day. My attitude. What I could have done better. Sometimes I write those reflections down while training. Then I can act on them the next day.”
At NNE, Amira delivers purpose-driven projects in a critical industry, where people and quality are at the centre – and where leadership is defined by creating clarity in complexity and ensuring project teams cross the finish line together.
For project managers driven by responsibility, impact and the desire to make a real difference, Amira’s journey is a strong reminder of what purpose looks like in practice at NNE.