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• Supported divisional CIO of Medical Policy and Clinical Operations, Healthcare Services Corporation (HCSC)• Hired to operationally integrate two departments into a single department of 300 staff across three states • Developed and implemented a department wide communication strategy and meeting rhythm• Developed and implemented a performance management operational review structure• Initiated and implemented a recognition program to improve team engagement• Managed talent management funnel and on boarding for new leadership team• Developed budgeting model to streamline input and change process across five portfolio teams• Managed budgeting and planning process across five portfolio teams• Deployment of OKR framework into department• Managed Talent Management review processRECOMMENDATION:"I had the pleasure of working with Brian in his role as Chief of Staff for me at HCSC. Brian brought a seasoned perspective on how to develop and manage a high quality leadership team. His unique skill set balanced a detailed oriented approach to managing the team while looking for strategic opportunities to grow as a unit together. I valued Brian's counsel throughout his time at HCSC and appreciated his willingness to challenge me to grow as a leader of the team. I would highly recommend Brian to anyone who is looking for someone to bring structure and process to an organization while developing a cohesive team."See Recommendations for the full quote from Brian Bauer. Brian Sok reported directly to Brian Bauer at Blue Cross Blue Shield.SKILLS:Data Analysis, Budgeting, Workforce Planning, Strategic Communications, Operations Management, Organizational Culture, Organizational Structure, Annual Planning, Continuous Improvement, Business Performance Management, Performance Metrics, KPI, Objectives and Key Results (OKRs), Grafana, Agile Leadership,

• Promoted to a newly created CoS role to lead strategic initiatives, annual planning process, day to day operations, and global programs for the global marketing and strategy function. • Directed global operations for 9 departments and over 250 people• Departments supported: Strategy, Market Intelligence, Brand Strategy, Communications, Marketing Operations, Sustainability, Alliances, Government, Corporate Social Responsibility• Instituted an annual planning process that aligned departments supporting the marketing and strategy function on common projects and KPIs. •Successfully employed a contingent worker reduction program decreasing labor costs 85% exceeding a 50% goal•Performed value driver analysis for all Marketing positions to determine appropriate FTE role reductions and presented recommendations for Marketing reorganization to CMO•Selected to operationally change the corporate name in over 100 legal entities for Philips Lighting (now Signify)•Developed and advised multi-functional implementation across 70 countries, unified teams and eliminated silos•Directed 16 cross-functional work streams to get on-time approval for master project plans from market leaders Resigned role to move back to the USA to attend to family health issues.RECOMMENDATION:"Brian was a key member of global marketing team in his role as chief of staff for marketing and strategy leader. He could lead several successful projects as a program manager because of his extensive business experience in marketing, sales as well as audit. He is able to get into details and at the same time have strategic perspective to any business problem. He is gem of a person to work with and he is the one who puts team interests ahead of his own interests....."See Recommendations for the full quote from Sumit Joshi, CEO Signify India (formerly Philips Lighting India). Sumit was senior to Brian but did not manage directly.

• Management team member of global corporate internal audit and risk management department • Responsible for execution of the audit plan in Latin America across Healthcare, Lighting and Consumer Lifestyle businesses• Managed 30 global engagements across Europe, Africa, Middle East, Asia with focus on strategy execution and business process improvement• Engagements focused on Commercial Operations, Supply Chain, Finance, Pricing, Marketing, Human Resources, Transformation programs, Post Merger Integration (PMI) and Strategy• Supported LEAN transformation in department and in markets• Led Audit Committees for Lighting North America, Healthcare EMEA, Market Africa and Market Latin America• Initiated and executed a 360 regional risk assessment program consolidating operational, financial, and legal risks across the region. RECOMMENDATION: "I worked closely with Brian for a number of years. Brian is a smart, very hard working professional who was a great asset in my team. He has strong analytical skills, is a great team player and has broad international business experience. He has a track record of successfully leading complex projects and effectively managing stakeholders."See Recommendations for the full quote from Paul van der Steen, SVP of Finance. Brian Sok reported directly to Paul at Philips.

• Elevated to provide strategic consulting on strategy execution, operational risk and process improvement• Built trusted relationships across business functions and markets to align goals and improve performance• Developed vision, strategy, and implemented a unified global approach to Knowledge Management (KM)• Successfully installed KM approach was recognized by an external audit firm as an industry, “Best Practice”

I transitioned to lead market research, analysis, and reporting for a $2B business unit and the company’s industry market share leader. Within two years, I more than doubled NPS across 16 businesses by deploying and managing an NPS customer loyalty measurement program coupled with a robust feedback analysis process to identify improvement opportunities.

After only eight months in my prior role, I was appointed to direct an upstream (Innovation) and downstream (end-user marketing) marketing strategy for a $200M business while holding concurrent responsibilities as Manager, Market Intelligence. I developed a detailed North American market overview that provided insights into both opportunities and weaknesses. While in this role, I led the successful national launch of two new technologies that dramatically improved segment margin and achieved year one sales targets.

• With my second promotion I was charged with managing the integration of two business units’ OEM sales channels into one team and a single $360M sales channel. I successfully implemented the “One Philips” strategy on time. • Gained effciencies and lowered cost of sales by 1.6%, delivered program on time. Contributed to a 7.0% increase in sales and 4.2% benefit in gross margin. • Program included Included consolidating customer service, credit, finanacial reporting, sales reporting, distribution and IT processes. • Managed cross-functional team of six project leaders.

• I was promoted from Market Analyst, OEM Channel to support and provide three channel Vice Presidents with channel-specific sales and margin analysis to support pricing analysis and contract pricing negotiations.• Developed pricing model and provided recommendation based on analysis for optimal price increases to offset increasing commodity costs; resulting in $25M positive impact to EBIT.

• Increased revenue 37% by designing and executing multichannel product sales incentive plan, program fully funded by incremental margin uplift.

• MBA Summer Internship

• Promoted after seven months to role at headquarters to report to VP of Sales and Marketing. • Project managed the planning, implementation and training related to the restructuring of US sales force of 150 account managers for $300M distribution business. Restructuring included account manager territory re-alignment and optimization of the compensation plan.• Managed 3-year strategic plan process

• Rotation program with roles in Customer Service, Credit Collections, Warehouse, Sales, and National Accounts quotes team.• Organized and co-managed year-end inventory for Midwest Hub distribution center• Analyzed, developed and implemented plan to reduce and eliminate $250K in excess inventory• Account Management responsibility for a sales territory of $500K including multiple oil and gas and chemical accounts. • Revised consignment structure resulting in increasing territory sales by 10%.

At the time Pepsi-Cola General Bottlers, Pepsi number two largest independent bottler worldwide. In 2010 purchased by Pepsico to create Pepsi Beverages Company. Express Delivery Dispatcher - Internship (Summer 1998)Route Salesman Assistant (Summer and Winter, 1995 - 1998)All-Sport Thirst Patrol - Market Sampler (1993 - 1995)• Managed daily operations of Express Division with volume of 4 million ($35M) cases per year, oversaw six union warehouse employees and trained my full time replacement. • Reduced warehouse overtime costs and delivery processing time through improved communications program• Negotiated in-store display execution with store managers for Albertsons and Safeway• Negotiated end cap positioning, cooler positions and feature display locations to maximize sales• Implemented cooler resets for 20 C&G channel accounts resulting in single bottle sales increase of 15%• Worked in conjunction with Director of Marketing and team of five to launch "All Sport" in Chicago Market.