Brent Brockschmidt Email & Phone Number

From 2017 to present I have been responsible for the commercial requirements for New Product Introduction. Which includes establishing pricing strategies, pricing structures, list pricing, discount strategies, terms, licensing guides, communication material and its implementation in our internal pricing tools. In addition, I am also responsible for creating commercial programs for established products that would then be communicated to Sales for customer engagement. In both cases the role requires skills such as a strong business acumen, analysis, collaboration, financial modeling and communication.One unique aspect to my role has been that I was also the corporate representative for commercial requirements related to litigations. Here my responsibilities included pricing, damages assessments, data collection and legal depositions.

Raleigh-Durham, North Carolina Area

In this role I was responsible for commercial pricing, strategies, tactics and terms for US customers, consistently achieving over $75M in annual revenue. Related to this, I reviewed and approved all customer proposals up to $1M which represented 1,000 requests per year and managed the approval process for 100 bids per year that required executive level sign off.I was also the Bid Manager for approximately 15 Request For Quotes (RFQs) annually, including point-by-point technical responses, pricing, interfacing with consultants and serving as the corporate delegate for legal contracts with a win rate consistently above 80%.Along with the commercial responsibilities of the position, I was tasked with driving continuous process improvement including projects such as pre-approved programs, tool enhancements, sales play books and RFQ libraries.

Raleigh-Durham, North Carolina Area

This role was actually twofold, the first responsibility was to position Nortel products and solutions to specific, named accounts in the US with an annual revenue target of $50M. The second responsibility was to thoroughly understand their business requirements and champion those within Nortel for product development and to create commercial programs to meet their business case objectives.As you can see, the role combined both an internal and external element but it was so closely aligned with our field sales teams and customers that the compensation plan was tied to a quota based sales plan.

Raleigh-Durham, North Carolina Area

As Director of this team I led a group of 40 professionals in the development of commercial programs, firm price quotes, proposal engineering and new product introduction strategies. The group's charter was to consolidate commercial operations into one organization and in doing so create efficiencies, reduce cost and improve metrics. Which we successfully accomplished and despite headcount reductions we released 2,900 firm price quotes (quotes based on customer specific negotiated pricing) while increasing on time performance from 63% to 83% and reducing backlog from 154 to 8. Similarly, we released 1,200 proposals (unsolicited offers) while reducing backlog from 200 to 60.As I mentioned above, firm price quotes were based on previously negotiated pricing so there was no need for further approvals, however, unsolicited proposals often involved a solution sale or the bundling of various products. For these my approval authority was for proposals of up to $25M.

Raleigh-Durham, North Carolina Area

In this position I was fortunate to lead a team of 75 professionals tasked with the development of commercial programs and firm price quotes for US based Major accounts. The charter for the team was to support Nortel's Sales organizations and we consistently achieved revenue targets in excess of $2B. We did this through commercial programs (which were typically the bundling of related products to drive large orders) along with firm price quotes and proposals which reflected contractually negotiated prices. The revenue was obviously significant and from a process perspective we generated over 4,000 firm price quotes and 2,000 proposals all with an on time performance of over 95%.One of the interesting dynamics of this role reflects the environment of Nortel during 1996-2001. In other words, the team's objectives were always aligned with Sales and always included an element of process improvement, however, in the latter years with the backdrop of Nortel as an ongoing company, the need for driving efficiencies became paramount. To accomplish the level of saving we required, and my challenge as the team's leader, was to manage our way through consolidating end-to-end commercial operations into one organization which I led from 2001-2004.

Raleigh-Durham, North Carolina Area

The role of Account Development at Nortel was to work with our direct Sales teams to develop, negotiate and close commercial programs to meet annual sales targets which consistently exceeded $300M. Our direct Sales team of course owned the account relationship and acted as the first point of contact for the customer, so in addition to the financial responsibilities of the position, I also provided the single point of contact back into Nortel. Which meant I was also tasked with managing issue resolutions, feature requests, general inquiries, etc...As I mentioned above, the annual sales targets were significant and that was the direct result of successfully a five year purchase agreement that was in excess of $1.5B and successfully identifying to customer executives operational savings in excess of $200M.

Bachelor Of Science - Bs, Business Administration And Management, General

Business Administration And Management, General