Responsible for the creation of a dedicated Pricing function within Taste and Nutrition Division. Define Strategy and 3-year Roadmap for the creation of dedicated, regional Pricing organizations and the crea-tion of a Global pricing group that will provide global governance; policies; annual price increase target guidance and to develop a plan for system changes and improvements.

Led the global transformation to a consistent pricing process. Responsible for a project to move Flavour Division away from cost-plus pricing and to the implementation of a market-based pricing process. This change involved significant change management, planning and execution and the creation of new pricing teams in multiple locations around the globe.Key Accomplishments* Led the creation and delivery of global pricing system. Oversaw a 4+ year and $10+Million pro-ject to deliver a new pricing system that has driven improved profit margins and global pricing consistency.* Developed and implemented a new process and set of analytical tools to perform annual reviews on existing product portfolios for top-125 customers. Have generated over $300M in incremental revenue since 2006.* Responsible for development of strategic vision, mission and objectives and management of a global pricing group consisting of 32 pricing personnel in four regions – North America; Asia Pa-cific; Europe, Africa and Middle East; and Latin America.* Created framework and financial model for RFP’s/core supplier agreements that was implement-ed globally within Flavors division. This framework established the process flow; required ap-provals; composition of working team; process to review the success of existing supplier agree-ments and established a reference repository for past and present RFPs.* Negotiate pricing agreements for 7 largest global customers with total annual sales in excess of $500M. Create annual price review process; price large, complex projects; lead the development and implementation of multiple rebate and core supplier agreements.* Developed suite of pricing KPI’s to report on monthly/quarterly progress against service level agreement and to measure success of pricing process.

Responsible for moving $650M custom flavor business to a market based pricing process that also incorporated aspects of value based pricing.Key Accomplishments:* Developed a pricing strategy that generated an average of $7M in incremental gross profit every year from 2005 thru 2011.* Transformed pricing function from an administrative group to value-added team of senior level financial analysts that provides analytical and pricing support to the individual Givaudan business units.* Responsible for preparation and submission of all core supplier agreements and RFPs as re-quested by customers. Perform all required financial modelling; Work with legal department on contract; develop financial proposal; including, rebate agreements, pricing structures and other necessary financial incentives.

Led the development of a Pricing Strategy for newly created Risk Solutions business unit. Created a suite of subscription and transactional-based pricing plans to fit multiple market segments. Contributed to a 25% growth rate in the $100M risk business by improving customer retention and new customer acquisition.Key Accomplishments• Developed and implemented pricing strategy for $600M Corporate and Federal Government business unit. Strategy helped to reverse a two-year negative growth trend into 5% compound annual revenue growth.• Created new subscription and transactional pricing structures and pricing policies models to reflect new strategic direction. Developed tools to automate the pricing process and improve sales productivity. Developed new P&L model to track profitability at the customer level.• Improved overall profitability and generated $2.5M in incremental annual revenue by renegoti-ating price plans for high volume customers.

• Responsible for all financial planning and analysis activities for the Content Acquisition and Ser-vices organization. Saved $2M annually by identifying cost and productivity efficiencies.• Developed and implemented $55M annual operating plan. Including, funding decisions on ex-pense, capital and headcount. Made recommendations to Vice President of business area on funding levels for new investment initiatives and allocation of development resources. Worked with CFO to close final operating plan.• Created interactive quarterly budget re-forecast process that improved productivity for finance group and department managers. Automated monthly management reporting process to keep department managers informed of financial performance.

Sr. Financial Analyst, Data Development OrganizationSr. Financial Analyst, Legal Information ServicesPricing Analyst, Corporate and Legal Information ServicesFinancial Analyst I/II, Corporate Business Management