Brian Mcclain Email & Phone Number

Pricing Manager, Market Access Contracts

Managed a team of four analysts supporting Customer Strategy and Marketing, Contact Centers, and the Mid-Size Uncovered P&L, representing $0.5B in annual revenue, ~$350M in operating expenses (~$200M in Advertising Spend), and 2,200 FTEs.• Analyzed and verified that targeted savings were achieved through multi-year Contact Center consolidation initiative. Wage rate arbitrage, leveraging of fixed assets, and efficiency gains led to $10M in ongoing annual run rate savings.• Saved $1.5M/year in team member turnover costs by creating financial model to analyze impact of step rate pay changes. Presented multiple scenarios to Senior Leadership for approval and implementation.• Revamped Contact Center monthly tracking dashboards for Senior Leadership to better support decision making process regarding staffing. Created new views within dashboards to improve clarity and ease of understanding.• Created ROI measurement and investment scenarios for Senior Leadership to assess advertising spend impact on revenue growth. These analyses were used in business cases to support advertising spend increases over time from $88M to ~$200M.• Analyzed product line expansion initiative in collaboration with Customer Growth Strategy team to increase revenue and acquire customers. Created investment-based scenarios and quantified operational impacts which led to leadership approval of new product line launch in 2020.• Partnered with Talent Acquisition and Finance Leadership to create rotational finance program to acquire MBA candidates. Recruited, interviewed, and led the internship program with 60% of candidates receiving offers with a 100% acceptance rate.

Lake Forest, Il

Managed a team of four analysts supporting Commercial, Manufacturing, Field Sales, and Sourcing Functions, representing $5B in annual revenue, $250M in operating expenses, and 2,000 FTEs.• Developed and trained team members to provide more in depth financial and strategic support to business partners while reducing non-value added reporting time.• Provided full P&L support to sales leadership highlighting areas of opportunity while partnering with leadership to determine improvement plans for profitability and return on investment.• Revamped revenue forecasting process to better align to corporate strategy, taking into account recent trends in the business with regards to internal and external impacts on growth.• Led team members through financial modeling of a large organizational change within the business that impacted $1.1B in revenue and 800 team members. Ensured business partner understanding on the financial implications on both top line and bottom-line results.• Identified 3 key drivers of softened performance within a $1.6B customer set using historical modeling and customer specific focus areas. This resulted in an updated pricing offering and revamped seller training to better address customer specific needs.• Created statistical modeling to align activity drivers within the sales force to seller performance. This resulted in revamped go to market strategies for the sales force to drive improved results.

Strategic partner to sales organization representing $1.8B in annual revenue, $90M in operating expenses, and 700 FTEs.• Quantified the impact of macro-economic shocks related to Foreign Exchange, Crude Prices, and Manufacturing PMI Index and identified revenue gap to plan between internal vs external factors.• Conducted monthly state of the business reviews with functional sales leaders to explain variance to plan for sales, gross margin, segments, customers, and expenses.• Prepared quarterly and full year revenue and expense projections based on trending and macro-economic factors.• Developed and deployed a customer profitability workshop to educate sales leaders on the implications of contract terms/pricing along with strategic options to drive desired profitability.• Developed and implemented dashboard for pricing program to ensure sales leadership’s understanding of current trends and business impact.• Modeled customer contract profitability drivers including pricing structure, incentives, and resource allocations. Challenged contract terms and provided recommendations to senior leadership for P&L improvement.• Managed and mentored summer intern as well as a FDP.

Lake Forest, Il

• Developed gross profit planning tool to explain revenue and gross profit performance. Tool was used for 2015 sales and gross profit scenario planning, incorporating price, cost, customer rebates, cost support, and customer mix impacts.• Created and implemented rate/volume bridges by sales function to explain year over year gross profit impact on total company results.• Generated analysis on top 20 National Accounts with largest year over year impact to total company gross profit. Partnered with Brand Pricing team to develop action plans that delivered $1.5M in improved gross profit dollars.• Developed and implemented gross profit dashboard for sales organization that was distributed to senior leadership on a bi-weekly and monthly basis to showcase trends and impacts to total company gross profit.

Financial Development Program: (July 2011 – July 2013)Brand Finance:• Developed a new dashboard tool to summarize monthly sales, GP, and key initiative progress• Engaged in senior leadership review meetings focusing on performance trends and action itemsProduct Management Finance:• Partnered with Product Managers to target cost savings and gross profit improvement in 2013• Developed and implemented a gross profit planning tool for Product Category Directors; the tool provides efficient, streamlined method to forecast gross profit margin and was implemented for 2013Competitive Intelligence:• Developed and delivered Competitive reports with commentary around top competitors’ financial and operational positions.• Built competitive financial models to forecast competitive positioning in the futureCost Accounting:• Executed month end close responsibilities including product mix, sales, and COGS analysis• Performed analysis and due diligence on Grainger’s capitalization threshold limit to reduce costs in future years