Brian B. Email & Phone Number

Led a team of 25 managers and individual contributors responsible for building the Lowe’s competitive pricing strategy and implementing it across all product categories. Used advanced modeling, analytics, and tools to determine which items needed to be priced lower to improve price perception / grow market share and which products could be priced higher to improve gross margins. Led the on-boarding of new omni-channel pricing tools to ensure Lowe's was competitive in the market on a daily basis. Redesigned department to leverage new capabilities and created a best in class pricing organization. Responsible for a gross margin improvement target of $500M in 2018

Sourced, on-boarded, and rolled out a new company wide strategic pricing tool that dynamically priced 250,000 skus on a daily basis based on competitive position, sales/margin objectives, and impact to customer price perception. Led a task-force that created enhanced reporting, new tools and processes, and launched multiple test and learns to improve efficiencies and financial performance of special order products. Delivered $30M of incremental margin for Lowe’s through our efforts while improving comp sales of those products by almost 20% in only one year.

Resigned a pricing organization that had been primarily focused on execution and transformed it into an organization that provided proactive pricing insights and recommendations to our business partners. Developed the strategy and processes for using customer and business data to create pricing insights & recommendations for all products and service categories. Led a team of three managers, and 6 analysts that delivered seasonal business insights and recommendations that helped prioritize the company focus areas and initiatives and identified opportunities to maximize sales while preserving margin.

in 2012 expanding the online assortment of products was a major company initiative. Increasing the number of items online from 250K to 500K was a goal that was shared by all executives in the company. I was responsible for building a strategy and leading a team to on-board and maintain more than 250K additional items for Lowes.com in 2012, doubling the items available online and ensuring that this key company executive was successfully completed. These items generated $10.5M in sales in 2012, $35M in 2013 and had grown to $70M by the end of 2016. This required creating new processes, leveraging new technological solutions, and building cross functional alignment across multiple departments.

Responsible for managing 50% of the Lowes.com product categories including content, site hierarchy, shopping functionality, and search and navigation. As a result, online sales grew by 45% in 2010, 73% in 2011, and 56% in 2012. Also led the Lowes.com holiday merchandising plan in 2011 –inclusive of home page design, inventory planning/monitoring, and site updates, which increased online sales by 175% for the 5 day Thanksgiving holiday period and drove the total company to a 13.7% comp over the same period.

Economics

Education record

Education record