Lead the charge in North America, steering sales revenue and profitability through enhancements in pricing strategies, sales planning and effectiveness, and trade spend management. Foster partnerships across all business lines and functions, facilitating continuous communication to catalyze the inception and successful execution of innovative revenue streams.Major Accomplishments:• Pioneered a distributor performance and retention program with a projected 15% increase in revenue• Successfully implemented a revamped sales planning tool, providing in-depth market, customer, and sales channel insights compared to the previous sales approach and competitive landscape analysis. Reduced data input time by nearly 50%• Introduced a Nielsen data insights dashboard powered by TABS Analytics, seamlessly integrated with the new sales planning tool to effect demand forecasting• Overhauled the profitability model, shedding light on price/volume mix, product and customer profitability, enabling a comprehensive understanding of unfavorable contracts, margin minimums and corporate compliance • Spearheaded the establishment of sales Key Performance Indicators (KPIs) pinpointing gaps in strategy and sales execution• Crafted innovative sales incentives promoting emerging brands, resulting in increased growth and market presence• Implementing warehouse surcharge to customers to disincentivize domestic purchasing thus reducing inventory, cost, freight times and delivery

Owner and operator of a financial and operational process improvement company. Investigate, define, and remediate outdated and inefficient processes. Establish standardized end-to-end project roadmaps to identify risks, milestones and actions. Develop standardized reporting and create a data governance framework. Research and implement KPIs to better align with corporate strategy and industry standards and trends.Major Accomplishments:• Improved expenses by 30% by implementing contractor guidelines and deliverable milestones• Reduced monthly close process by two days using automated processes and eliminating manual involvement• Developed 5-year strategic plan, reporting package and presentation materials for potential CBD investors• Installed operational KPIs to identify inefficiencies resulting in a one week process improvement

Directed the global pricing alignment, annual price increase, and discounting approval process in order to achieve higher revenue per unit KPIs. Drove the efforts to redesign the underlying data in the data warehouse to eliminate redundancy and misclassifications. Major Accomplishments:• Piloted a competitive pricing matrix allowing for transparency of product-specific pricing issues and benchmarking. Project created baseline analytics, competitive matrix and standardized product documentation• Established a ticketing tracking system to create an official approval process for discounting and pricing requests• Developed a new yearly price increase workflow reducing time to completion by four weeks• Decreased the data warehouse error rate 25% by standardizing the master data and implementing data governance

Analyzed the global p&l activity of the $400M Global Education division to come within +/- 4% of the plan. Created yearly plan, quarterly forecast, and 5-year strategic plan. Identified financial risks and issues and created plans to document, present and categorize actions to mitigate those risks. Established financial and operational dashboards to communicate KPIs. Presented detailed commentary to senior management including CEO, CFO and senior divisional department heads. Managed a team of two managers, three senior financial analysts and one data scientistMajor Accomplishments:• Realigned 5-year strategic plan to emphasize changes in the industry and to highlight dependencies within products, subjects, world areas, and customers• Reduced plan and forecast error rate by more than 50% and upload time by two weeks• Established transparent expense metrics, resulting in a cost savings of $750K• Initiated a divisional round table forum to discuss monthly and yearly results, new business models, and staffing needs

Evaluated the $400M Global Education division’s monthly, quarterly, and yearly global p&l financial results. Provided day to day financial advice and recommended workflow improvements. Liaised between finance and editorial, production, marketing, and sales departments. Built ad hoc financial models to evaluate product performance.Major Accomplishments:• Launched a division-wide profitability model to evaluate future title performance resulting in shorter decision times by more than 50%• Successfully negotiated book inventory purchase from Microsoft for an estimated value of $1M • Eliminated duplicate reports and established a standardized system reducing reporting by one-third• Installed three customized web-based and mobile applications to improve financial reporting from weeks to days• Wiley Pacesetter award for the design and implementation of a sales rep dashboard focusing on territory, region, district, future pipeline and plan-to-achieve

Reviewed the monthly, quarterly, and yearly p&l, balance sheet, cash flow, and headcount of three divisions of a $24B manufacturing and technology conglomerate. Analyzed product profitability, margin performance and variance to plan by creating Hyperion Retrieve models. Coordinated and analyzed the three divisions’ forecast and budget for the fiscal year as well as a five-year strategic plan.Major Accomplishments:• Created a divisional headcount policy saving the company approximately $300K• Analyzed capital expenditure requests ranging from $100K to $5M• Assessed the domestic and international divisions’ monthly close process. Implemented a plan that reduced the close cycle by two days enabling the reduction of the division’s annual consulting spend of $110K