Atanu Deb Baruah Email & Phone Number

Waukesha, WI, US

Dearborn, Michigan, US

Nashville, Tennessee, US

Chicago, US

Recruited to manage strategic pricing and analytics across GE Healthcare portfolio of offerings for US & Canada Services as part of the Product Management organization, and subsequently transitioned to take on a newly created Global role with responsibility for strategic pricing and execution for all 9 (nine) GE Healthcare regions, focused on OnDemand.

Chicago, US

Managed strategic pricing initiatives for USCAN region encompassing service contracts, parts, and labor.

Built new venture – a Management Consulting firm serving diversified manufacturing, industrial, healthcare, and consumer product companies globally. The firm provided innovative client solutions to effectively manage profitability through strategic pricing, product/offering line structure, channel strategy and mix management, customer and consumer.

Cork, Ireland, IE

• Recruited to build sustainable strategic pricing and margin management capability for the Company’s $1.8 Bil Building Efficiency Service organization (150 branches in North America; 6,700 employees). The role expanded.
• Established segmented customer pricing model for national and regional/local accounts, and helped establish growth strategy for large and enterprise accounts (projected to grow 25%+ in the fiscal year 2013).
• Improved profit margin more than $25M during first 9 months of FY 2012 (Q3 Analyst call) by successfully instituting Price Realization discipline in the Labor and Materials (L&M) business.
• Developed/implemented structured Price Setting process projected to drive the Planned Service Agreement (PSA) business growth by 20% and increase renewal rates to more than 95%.
• Established new market intelligence discipline across Service NA creating industry and competitor insights to provide objective assessments of growth opportunities. Developed an interactive market intelligence portal.

Benton Harbor, Michigan, US

• Highly successful 7-year tenure. Recruited to lead financial planning & control processes at flagship manufacturing division (Whirlpool’s largest global manufacturing plant). Managed $230M operating budget. Promoted.
• Delivered more than $600M of profit margin improvements between 2007 and 2011 by dramatically increasing marketplace productivity across all Regions. Established “Price and Margin Realization Academy” that utilized.
• Created and implemented high-impact, high-yield Sales and Marketing Training programs and processes to accelerate immediate sales and drive long-term growth; trained more than 1,500 salespeople and marketing.

Benton Harbor, Michigan, US

• Provided operational and financial leadership to the Key Account sales channel comprising of forty five trade customers, with $1.7 Bil. in annual sales. Lead the Price & Margin Realization (PMR) initiative on.
• Drove Key Account channel portfolio profitability by improving product mix by 20% in 2007/2008. Increased Kenmore products operating margin 3.6 points in 2006/2007 in spite of declining revenues.
• Executed performance-based trade programs, reduced discretionary spending, and ensured down-side protection during industry downturns through conditional terms; improved trade spending by $200M.

Benton Harbor, Michigan, US

• Led Sears Strategic Sourcing Initiative (SSI) contract negotiations for 2007-2009, and provided financial, strategic and process leadership.
• Negotiated a 5% increase in Kenmore products, valued at more than $100M in operating profit, through a comprehensive material price increases and cost recovery justifications analyses (tied to producer price indices)..
• Improved short-term Cash Flow $200M by negotiating tiered reduction of payment terms and a series of contractual agreements to protect from potential trade customer financial insolvency.

Benton Harbor, Michigan, US

• Led the financial planning and control processes at a flagship manufacturing division of Whirlpool, with 3,500 employees and 1.6 million sq ft of manufacturing space, building over 20,000 washers daily.
• Generated 3% Conversion Cost productivity on a yearly basis amidst a 10% decline in production volume.
• Saved the organization $30M lump sum and $10M residual (yearly, on-going) by successfully outsourcing product parts. Developed “Clyde Manufacturing Sourcing Strategy”.

Cincinnati, Ohio, US

• Recruited to co-manage $350M in R&D investments for the Company’s Pharmaceutical division. Promoted rapidly based on strong performance to provide financial leadership for pharmaceutical brands (more than $600M in.
• Collaborated with multi-functional business teams to develop Life Cycle management strategies & long term (10 year) plans for next generation Asacol® & Macrobid®. Delivered P&G’s most profitable Healthcare brand.
• Conceived, developed, and executed Licensing & Acquisition financial deal structures and evaluated multiple small brand in-licensing/co-promotional opportunities and divestitures.
• Significantly reduced speculative trade buying behavior by working with wholesale Sales and Drug channel teams to develop and implement Inventory Management Agreements, and improved forecasting accuracy.
• Directed and managed P&G’s Regeneron (REGN) Pharmaceuticals equity investments and other private Biotech investments. Trained, developed, mentored, and led Financial Analysts; taught Real Options Modeling courses.
• Key player in landing major deal with GMP Co’s; created/implemented financial deal structure for the development of pre-clinical state diabetes drug. Managed Pharmaceutical R&D pipeline, developed portfolio.

Milwaukee, WI, US

Led a cross-functional team of designers, detailers, test and analysis engineers, with a high degree of interaction with manufacturing, purchasing and marketing functions, as well as outside suppliers. Successfully executed the product plan and delivered fuel tank containment systems for 2000 and 2001 model year Softail® product line, which involved.

Mba, Strategic Mgmt, Finance & Accounting

Ms, Mechanical Engineering

B Tech, Aerospace Engineering