• Managed a team of 4 Pricing Analysts located in 2 different countries.• Responsible for the tactical pricing execution for North America for the Conveyor Belt line..approx • Led global project to implement harmonized quoting tool across various regions for Conveying Solutions:o Traveled to multiple locations across the globe to gather requirements.o Partnered with IT to integrate Salesforce.com CRM and quote solutions across various ERP systems with different languages in compliance with local laws & regulations.• Drove the pricing strategy across multiple business channels and brands to limit conflict while maximizing margin.• Executed several price increases across three countries in response to various cost changes.

• Functioned as a Pricing Analyst for North America with a focus on responding to quotes from our Sales Team:o Triaged requests to identify portfolio fit, competitive price point, potential cannibalization of business.o Provided timely response to price inquiries that optimized margins by selling at the highest competitive price point possible.• Maintained pricing within the SAP/ERP to ensure billing accuracy.• Kept updated published catalog pricing for power transmission line for USA and Canada, which was 20,000+ skus totaling approx. 100million Euro annually.• Led projects to drive internal calibration within the team to help improve consistency of responses.• Executed several price increases and drove adoption to drum beat pricing actions.

• Managed team of 16 pricing analysts across the Western Hemisphere – stretching from Chile to Canada. • Team oversees prices for multiple product lines: conveyor belt, industrial hose, agriculture belt, power transmission products totaling approx. 500 million Euro annually.• Navigated the team through multiple inflection point challenges: remote work; COVID stoppages; raw material and working capitol surpluses; raw material shortages and rising inflation.• Within the past 12 months, executed over 40 price increases across two continents.• Partnered globally with various product managers, pricing managers and controlling teams to share best practices, streamline processes and harmonize reporting. • Global Change Ambassador for multiple IT project implementations, including SAP integration, CPQ implementation and CRM roll-out.• Enhanced and streamlined the rebate billback process, reducing head count while absorbing additional task and accounts through lean six sigma processes, automation and challenging status quo.• Key contributor to the integration of various company acquisitions and divestments of companies.

• Functioned as Project Manager for Pricing Administration Team. Lead several cross-functional teams to deliver savings, implement new technology and process improvements such as: - Developed internal requirements, testing plans and user acceptance training for multiple new systems - Implemented Roadmap, sales plan tracking tool, Salesforce.com: Sales Team opportunity and contract management tool - Implemented SAP: Pricing Admin and Vistex (bill back, rebate and contract management) - Internal software development: email communications, TDP (contract software) and bill back tracking • Managed project team to evaluate pricing exceptions which resulted in dramatic decrease in pricing exception requests and cost avoidance by implementing freight exemption and tracking process. • Trimmed price increase process from several months to 4 days by ensuring core elements like: price list contacts, financial metrics, price list documents, were constantly updated throughout year and eliminated need to send price lists via U.S. Mail. • Orchestrated project to convert order requirements for out-bound customer shipping projected that aligned freight policies were with carrier freight rate breaks and calculation methods.• Implemented processes for collecting, analyzing and reporting market data, including developing recommendations regarding how to respond to changes to external financial pressure and internal purchase variances. Data was collected and tracked in database with quarterly summaries given to Sales Leadership. • Managed Pricing Operations team of 5 Pricing Analysts and Administrators that were responsible for creating and managing invoice pricing to B2B distributors and B2C partners; issuance of customer rebate programs; executed annual contract process.

• Maintained invoice pricing for GOJO distributors in U.S. and globally to ensure it was aligned to customer agreements and communicated price lists. Pricing was maintained in AS400 program and documentation adhered to GAAP standards.• Created and communicated changes to price lists for all markets within GOJO, including domestic and Canada, that were provided to GOJO customers for upload into ERP systems and to GOJO sales network to assist with setting sale prices to optimize margin receipt for distributors.• Aligned pricing programs company-wide to avoid cross-market conflicts, ensure price equity, and minimize price erosion, while ensuring optimal value and competitive pricing of GOJO products within market place. • Assisted Finance Teams to determine contractual payment liabilities at end of each fiscal year for GOJO to close its books and determine its true earnings.

• Forecasted availability for off-phone activities for 1,300 + call center employees to ensure required job training and state education regulations were completed. This involved creating strong project plan that clearly defined due dates, resource requirements and expectations of each party. After each event, follow up was provided that summarized performance against off-line initiative such as amount of individuals scheduled to be trained, actual amount trained and ramification for those that missed training courses. • Managed answer performance goals such as service levels and calls abandoned for 7 call centers in U.S. across 2 business groups. This required constant communication to ensure all call centers followed plan as defined and in cases of sudden outages – like a hurricane or fire evacuation – coordinated with open call centers to shift call volume and extend work hours for employees. • Made recommendations and proposals for staffing and training to senior management regarding answer performance goals and capacity outlooks. Through collaboration, dates and times for training were established.

• Assembled, trained and managed 7 Scheduling Analysts to support 1,300 + call center employees nationwide. Analysts were responsible for scheduling off-phone activities for call center employees, like lunches, breaks, training and desk work-time, which met state and federal labor laws and met various performance goals. • Provided manager support by giving annual performance reviews including performance salary adjustments, conducted one-on-one feedback sessions, and oversaw workflow of team. During 360 manager feedback sessions, received numerous accolades for career coaching and mentoring. • Created scheduling processes for team and business partners to follow that included calibration sessions to ensure consistency of process and documentation for call center representatives so there was an understanding of scheduling process. Team processes were replicated and used in other areas.

• Forecasted availability for off-phone activities for 1,300 + call center employees to ensure required job training and state education regulations were completed. This involved creating strong project plan that clearly defined due dates, resource requirements and expectations of each party. After each event, follow up was provided that summarized performance against off-line initiative such as amount of individuals scheduled to be trained, actual amount trained and ramification for those that missed training courses. • Managed answer performance goals such as service levels and calls abandoned for 7 call centers in U.S. across 2 business groups. This required constant communication to ensure all call centers followed plan as defined and in cases of sudden outages – like a hurricane or fire evacuation – coordinated with open call centers to shift call volume and extend work hours for employees. • Made recommendations and proposals for staffing and training to senior management regarding answer performance goals and capacity outlooks. Through collaboration, dates and times for training were established.

• Processed endorsement requests for customers and agents on insurance policies, interpreted and explained state and company regulations.• Used underwriting discretion to review customer requests that fell outside of company guidelines.• Supervised 8 representatives by providing technical help, giving monthly performance reviews, and regular audits of work functions. Implemented employee improvement plans when representatives were struggling to meet required performance measures. 3 of 8 employees were promoted during tenure.