•Provide executive level business analysis using RAD, Vertical and GTM strategies •Responsible for worldwide Vertical database and P&L reporting at the vertical level.•Set-up global account hierarchy along with worldwide account mapping to global parent accounts.•Responsible for worldwide buy-power modeling for customers within the global sales segment.•Built and maintained worldwide customer data base that includes incumbent data, regional site data, and RUM metrics•Developed world-wide account health score card for the global sales segment

•Responsible for global account P&L and account analysis/pricing on accounts including: General Electric, DuPont, Exxon Mobil, Xerox, EMC, and Wal-Mart•Lead successful global customer RFP responses including: pricing, terms, and direct contract negotiations•Negotiated financial terms in global contracts directly with customer procurement, IT, and contract teams•Conducted global pricing audits to verify compliance with pricing contracts

•Responsible for white-space targeting for CBG sales, which includes all acquisition and site development initiatives to capture market and account growth opportunities. This includes communicating weekly metrics to sales and marketing management•Calculated and updated market size and share position analysis for each of the sales segments comprising the CBG segment. This responsibility included updating the customer database for changes in customer’s corporate hierarchies and buy power•Provided support on various projects such as sales alignment efforts and sales headcount planning. Also provided support to the CBG retail marketing team for business analysis needs and ops review preparation•Created the CBG heat map, an intranet-based tool that provides account team ownership, share position, spif eligibility and revenue history for all CBG customers

•Responsible for setup and implementation of ERAM, which moved the credit analysis function off of DOMS and onto a separate credit risk assessment model purchased from Dun & Bradstreet•Set up ERAM’s credit risk and credit limit models so that Dell’s credit policies were applied equally over all segments within Dell and the appropriate credit line is set in accordance with the customer’s financial condition•Implemented the Credit Watch process, which monitors Dell’s credit exposure to companies that meet certain criteria that are indicative of possible financial distress. This exposure is rolled up at the segment level and provided to each of the segment controllers so that the risk can be managed at the segment level•Created the Credit Watch List reporting process using the ERAM database, data warehouse, Access and Excel Pivot tables to support the Credit Watch process mentioned above•Served as team member on the ERAM/Get Paid/Collection Activities BPI, which included attending both the Yellow Belt and Facilitating Team Skills BPI training classes