David Mok

David Mok Email and Phone Number

Vice President, Pricing, Analytics and Insights @ Illumina
Boston, MA, US
David Mok's Location
Greater Boston, United States, United States
David Mok's Contact Details
About David Mok

Being an Executive in the data storage / semiconductor / technology / telecommunications / consumer electronics / medical device / medical technology / biotechnology / genomics industries has given me the opportunity to serve in organizations ranging from $2B to $130B Fortune 500 global businesses. I have consistently proven myself with performance managing revenue goals of up to $15B, operational budgets of up to $5M, and capital expense budgets of up to $4M. In order to accomplish this, I have attracted, recruited, and mentored teams of over 20 employees, establishing the infrastructure that has repeatedly accelerated performance and led to stock price growth.MY VALUE PROPOSITIONI am a global pricing executive with the versatility to excel in any business sector. Companies pursuing pricing excellence face 3 significant barriers. 1. Organizations don’t have a clearly defined and aligned price strategy.2. Pricing capabilities are broadly lacking and ineffective. 3. Deeply rooted share driven culture trumps efforts to defend price.I am known to solve problems with a track record of breaking through these barriers and repeatedly cultivate millions of dollars in new revenues and profits. My pricing approach to accelerate performance encompasses change leadership, elevating commercial strategy, creative innovation, and transformative process improvement. WHAT I BRING TO YOUR ORGANIZATION (achievement categories represented below)• Revenue Optimization• Revenue Capture Strategy• Go to Market Strategy• Profit Optimization• Team & Organizational Leadership• Strategic Planning• Trend Analytics• Channel Strategy• Reporting & Analytics• New Market Penetration Support• Business Development• Strategic Alliances• Operational Optimization• Value Proposition Development• Sales Capture Strategy• Value Proposition CreationI’m a certified marketing coach at Johnson & Johnson using the Big Picture Marketing framework. I’m frequently sought after by Global and U.S Marketing teams to lead and facilitate the development of marketing and pricing strategies. As an adjunct lecturer at University of California, Berkeley’s Executive Education program, I have the pleasure of mentoring and coaching about 400 product managers and executives annually from various companies and industries around the globe. I help strengthen commercial capabilities to boost financial impact. Let’s Connectdavidt.mok@gmail.comhttps://theusatwork.com/david-mok-pricing-strategy-a-multi-million-dollar-decision/

David Mok's Current Company Details
Illumina

Illumina

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Vice President, Pricing, Analytics and Insights
Boston, MA, US
Website:
illumina.com
Employees:
9248
David Mok Work Experience Details
  • Illumina
    Vice President, Pricing, Analytics And Insights
    Illumina
    Boston, Ma, Us
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  • Illumina
    Vice President, Pricing, Analytics & Insights
    Illumina 2021 - Present
    San Diego, Ca, Us
    CORPORATE PROFILE: illumina is a $3.5B biotechnology company and a global leader in genomics with 7,000 employees.RESPONSIBILITY PROFILE: Recruited to illumina to transform the company's pricing practices. I report to the Chief Marketing Officer with global pricing responsibilities from strategy to execution for the entire portfolio of products and services across the globe. Additional responsibilities include market research and insights for the company.
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  • Verizon
    Director Of Pricing, Verizon Business Group
    Verizon 2020 - 2021
    Basking Ridge, Nj, Us
    CORPORATE PROFILE: Verizon is a $130B telecommunications conglomerate with 130,000 employees.RESPONSIBILITY PROFILE: While I was with Verizon, I managed a $5M OPEX, $15B Revenue Goal and over 20 employees. I led the mobile wireless, telematics, fixed wireless, & fiber optics pricing and promotions strategy. ACHIEVED IN THIS ROLETEAM LEADERSHIP / COACHING / MENTORINGMy investigation revealed pricing capability gaps from strategy to execution. In 60 days, I identified and secured approval for a new organization team structure. I led the change process developing strong advocacy and turning skeptics into supporters by getting the team involved in the design and change process. We created a well attended monthly lunch & learn to impart best practices. These efforts created a highly collaborative team environment by focusing stakeholders on problem solving and built practical pricing skills.OPERATIONAL OPTIMIZATIONSince creation of the Business Group, a fragmented & inconsistent NPI pricing approach caused confusion about the price setting process between product & pricing teams, resulting in sub-par performance. I connected with leaders in the technology & solutions teams to secure alignment to begin pricing engagements early in the product development process. Within 60 days, Pricing is now part of the Lean Business Activity stage gate and with approval authority. Strong evidence of adoption is active partnership on Verizon's highest priority new product (MEC) launch months ahead of deployment.REVENUE / SALES CAPTURE STRATEGYI joined just before release of a new Business Unlimited mobile wireless plan and immediately identified areas to improve prior to roll out. Raise an underpriced high tier plan. Eliminate unnecessary discounting with discount matrix. Trim back an overly rich high tier plan. This received lukewarm attention, but my persistence subsequently led to changes in all areas improving future profit attainment worth tens of millions of dollars.
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  • Johnson & Johnson
    Senior Director, Pricing Strategy & Analytics (Depuy Synthes, U.S.) Achievements Part 1
    Johnson & Johnson 2014 - 2020
    New Brunswick, Nj, Us
    CORPORATE PROFILE: Johnson and Johnson is an $80B Consumer Health Product, Medical Device and Pharmaceutical Company with 130,000 employees. RESPONSIBILITY PROFILE: In my most recent role, I reported to the Vice President of Marketing with a $3M OPEX, $4M CAPEX, $5B Revenue Goal and 10 employees with 5 direct. I was responsible for leading development of the US Orthopedics pricing strategy, encompassing new product launches and the entire product portfolio, list prices, target prices and floors, including price policies and rules.ACHIEVED IN THIS ROLEREVENUE / SALES CAPTURE STRATEGY• Half a decade of industry pressure in the US Orthopedics business introduced a new market dynamic. Promoted and charged with securing and bolstering revenue through pricing strategy. The VP of Marketing promoted me and I was tasked to reverse trends. First, I investigated and increased list prices, redesigned discounts with the new pricing matrix, and segmented products focused on our value, protect, and reset categories. This strategy reversed erosion for the first time, exceeding price attainment immediately by $30M (2016 +18%) and subsequently $40M to $50M (2017 to 2019). Was recognized by the Group Chairman for outstanding performance.PRICING STRATEGY• Investigation revealed years of missed revenue opportunities from price setting. I aggressively raised list prices across the product portfolio with some ranging from 25% to over 100% delivering $30M to $50M per year from 2016 to 2019 with no customer pushback. Was recognized by President, U.S. Orthopedics as the difference in attaining the business P+L goals for two years
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  • Johnson & Johnson
    Senior Director, Pricing Strategy & Analytics (Depuy Synthes, U.S.) Achievements Part 2
    Johnson & Johnson 2014 - 2020
    New Brunswick, Nj, Us
    ACHIEVEMENTS CONTINUED NEW MARKET PENETRATION• J&J acquired a Neuromonitoring startup company with an innovative surgery technology (SENTIO), but it struggled with market positioning and pricing for ~12 months. I collaborated with marketing leadership to transform the marketing narrative and pitch SENTIO as a disruptive technology, targeting a new and unique market category while emphasizing its affordability. Although still in Alpha trials, to date the company has secured $1.7M in sales from early adopters.BUSINESS DEVELOPMENT• My investigation revealed price declines of 3% per year due to macro changes in the healthcare industry, requiring astronomical growth rates to sustain profit levels. To combat this, I created a new revenue stream by charging for surgical instruments for the first time and delivered an immediate $4.5M gain in Spine. All Orthopedic units have adopted this model, and to date it has yielded ~$10M annual revenue.CUSTOMER ENGAGEMENT• Change is difficult as many teams failed over the years attempting to implement versions of guarantee customer spend. My team innovated a subscription / procedure bundle pricing model which is the first in orthopedics. This concept was-well received by sales. Subsequently gained operational backing for this pricing model through in-depth inclusive process development and phased rollout to test assumptions. This initiative is poised to generate $130M over 5 years in the Spine business line.TEAM & ORGANIZATIONAL LEADERSHIP• In a matrix organization, teams with varying priorities and agendas can be frustrating and result to sub-par performance. In my department, the "interaction magic" comes from operating using a "Team of Teams" approach which checks titles at the door. Everyone is focused on coming up with ways to solve problems together, breaking down silos, minimizing agendas or politics, and cultivating team bonding. We achieved 29% higher CREDO survey scores than overall marketing department.
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  • Johnson & Johnson
    Senior Director, Pricing Strategy & Analytics (Depuy Synthes, U.S.) Achievements Part 3
    Johnson & Johnson 2014 - 2020
    New Brunswick, Nj, Us
    ACHIEVEMENTS CONTINUED GO-TO-MARKET STRATEGY• Strategic pricing could be set or guided by product managers, but vast majority don't spend time nor possess best practices and resort to cost-plus price setting, leaving millions in revenue and profits on the table.Together with my team, we created an internal pricing canvas framework to determine value and formulate new product strategy, We increased prices on select items and eliminated discounting. In 1 year, this elevated a 14-year-old, underprice trauma product’s ASP by 23%, increased revenue by 21%, and converted 31% of customers with minimal resistance. This is now SOP for pricing strategy in the US Orthopedics Business and is on track to increase this specific trauma product RIA revenue by ~$20M in 3-5 years.VALUE PROPOSITION DEVELOPMENT / CREATION• I was commissioned by the National Sales Director to produce a strategy to convert physicians to a higher price-point product, thereby halting a -11.3% price deficiency ($26.7M revenue). Over 60 days, I identified gaps in customer economics and utilized the data to develop a calculator to better communicate value proposition. In 3 years, this increased the product mix from 32% to 54%, which raised price attainment to 0.6%, capturing $1.5M in accretive revenue.STRATEGIC ALLIANCES• Profits were in decline due to legacy revenue-sharing terms with an alliance partner, threatening the termination of the partnership. My team and I identified the issues and created a mutually beneficial profit-share split model. The new contract produced $1M in incremental benefits in the first year, delivering price increases without a revenue sharing penalty, which enabled deeper discounting and generated a higher revenue split via more efficient backend finance administration. These efforts restored the relationship with the alliance partner.
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  • Johnson & Johnson
    Worldwide Director, Pricing (Depuy Synthes Spine)
    Johnson & Johnson 2012 - 2014
    New Brunswick, Nj, Us
    RESPONSIBILITY PROFILE: Reporting to the Vice President of Marketing, as Worldwide Director, I possessed a $1M OPEX, $1M CAPEX, $2B Revenue Goal and 2 employees with 1 direct. I managed pricing strategy, encompassing new product launches and our entire product portfolio, list prices, target prices and floors, which included price policies and rules. Voting member on the contract pricing committee. ACHIEVED IN THIS ROLEREVENUE OPTIMIZATION• As hospitals were pressured to reduce costs, prices eroded on products by as much as -9%. The VP of Marketing recruited and retained me to initiate a turnaround. The first 90 days, I created a brand ladder with marketing, developed discounting guidelines and policies, and navigated challenging negotiations with account managers and pricing committees. Over 2 years, price attainment improved to -2.5%, delivering $65M - - record gross profits, outperforming key competitors. I was recognized by the President for this strategy.
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  • Johnson & Johnson
    Director Of Pricing (Depuy Spine)
    Johnson & Johnson 2011 - 2012
    New Brunswick, Nj, Us
    RESPONSIBILITY PROFILE: In my first role with J&J, I reported to the Vice President of Marketing with a $1B Revenue Goal. My duties included pricing strategy encompassing new product launches and our entire product portfolio, list prices, target prices and floors, including price policies and rules. Voting member on the contract pricing committee. ACHIEVED IN THIS ROLEOPERATIONAL OPTIMIZATION• Healthcare industry reform is pressuring hospitals to reduce costs and one focus area is spine implants where nearly every customer contract for renewal are negotiated with deeper discounts. The contract pricing committee reviews all pricing exceptions and majority of opportunities are approved with little to no modifications. One challenge was unnecessary discounting. I secured alignment with the ELT on the pricing priorities and worked to create a price strategy with rules to create confidence in pricing, and led to price discipline. quadrupling effectiveness of deal structure on price attainment.REPORTING AND ANALYTICS• PROS Enterprise Pricing software was selected by J&J to replace antiquated, time-consuming methods affecting proper pricing due diligence. I was charged by the VP of Marketing to lead a company-wide implementation. Our team used PROS Scientific Analyzer and Price Optimizer to enhance deal decision analytics, defined functional requirements, led testing, and deployed the platform. PROS specifically contributed to a 0.3% price attainment improvement ($3M), and it has streamlined multiple business units across a common platform.
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  • Seagate Technology
    Senior Manager, Worldwide Pricing - Consumer Solutions Achievements Part 1
    Seagate Technology 2008 - 2011
    Fremont, Ca, Us
    CORPORATE PROFILE: Seagate is a $10B Data Storage Manufacturing Company with 40,000 employees. RESPONSIBILITY PROFILE: While I was with Seagate, I reported to the Senior Director, Product Line Management with a $1M OPEX, $1B Revenue Goal and 5 direct employees. My responsibilities were for all aspects of pricing, including pricing new products, channels and customers in all regions and countries worldwide.ACHIEVED IN THIS ROLEPROFIT OPTIMIZATION• I was recruited and tasked by leadership to improve unacceptable 5% gross margins. I navigated change-resistance to create a cost and pricing tool using profit optimization science and customer specific costing, migrated to a fast-follower pricing strategy, and included all practices in quarterly revenue planning. This culture shift reversed trends in a single year, lifting profits to record highs ($150M – $200M) and quintupling gross margins to 25%.STRATEGIC PLANNING• For years, an imprecise global quarterly revenue planning created frustration for functional leaders and hindered financial planning. Regional differences and disparate pricing made price forecasting impossible. I conceived and initiated a new tool with precise numbers to represent customers, channels, and regions. Together with my team, we created a more accurate price forecasting model for the $1B business. Today, planning has evolved, enabling activities to be focused for strategic imperatives.OPERATIONAL OPTIMIZATION• Due to pricing exception volatility, administrative attrition skyrocketed in the Asia-Pacific region. Segmented the region into countries, transformed pricing to be country-specific, and used data from the region as a whole to change pricing as needed. This attained a 90% reduction in price exception processing with distributors in the Asia Pacific region by segmenting the region into countries, requiring only 90 days to fully implement, and attaining turnaround time targets in 95% of the cases.
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  • Seagate Technology
    Senior Manager, Worldwide Pricing - Consumer Solutions Achievements Part 2
    Seagate Technology 2008 - 2011
    Fremont, Ca, Us
    ACHIEVEMENTS CONTINUED PRICING STRATEGY• Price setting, promotions, planning, and roadmap were not maximized and conversations were driven by sales, which led to missed revenue and profit opportunities. Secured executive alignment on the strategic price plan roadmap using price optimization science for a $20M new data storage product to deliver 50% higher gross profits than company average. This approach contributed to achieving record profits in the history of Seagate.CUSTOMER ENGAGEMENT / SUCCESS• Evaluating a customer opportunity took hours to days frustrating sales, creating leadership anxiety, and risk losing the deal. In 30 days, developed a customer specific costing and waterfall pricing model, enabling better and faster pricing decisions. Attained 80% reduction in time performing price analysis and deal structure while dramatically improving profitable decisions. Recognized by product line vice president for an innovative and impactful approach to pricing.
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  • Xilinx
    Senior Manager, Vertical Marketing
    Xilinx 2007 - 2008
    San Jose, Ca, Us
    CORPORATE PROFILE: Xilinx is a $2B Fabless Semiconductor Company specializing in Programmable Logic products with 3,000 employees. RESPONSIBILITY PROFILE: I reported to the Director of Vertical Markets, Wired Communications, Wireless and Data Processing/Storage & Servers in this role with a $2B Revenue Goal. I led the wired/wireless communications marketing team and held a critical role in developing third party intellectual property solutions and company standards for market framing model.Led and manage the wired & wireless communications segment marketing team and played key role in the business development of 3rd party intellectual property solutions. ACHIEVED IN THIS ROLETEAM & ORGANIZATIONAL LEADERSHIP• Xilinx developed relationship with a new intellectual property (IP) company but struggled for months to work out the engagement model. Investigated and secured alignment on pricing, partner royalties, contract negotiations, and sales mobilization efforts resulting in $100M worth of design wins by innovating new business model and revenue sharing, leading to an acquisition and the CFO authorizing expanding this approach to other 3rd Party IPs. REPORTING & ANALYTCS• Different views of market opportunity and growth often lead to unproductive debates. Created worldwide marketing's 1st market framing model for 50% of the business to help identify growth opportunities and facilitating more productive dialogue on goals and how to win in these segments. This approach became company SOP.
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  • Xilinx
    Manager ◊ Senior Manager, Pricing And Business Strategy
    Xilinx 2002 - 2007
    San Jose, Ca, Us
    RESPONSIBILITY PROFILE: In this role, I reported to the Director of Pricing and Business Strategy with a $1.8B Revenue Goal and 1 direct employee. I managed pricing strategy for all new product launches.ACHIEVED IN THIS ROLECHANNEL STRATEGY• Low volume orders in the distributor channel were discounted more than select high volume orders, leading to profit erosion. My investigation revealed channel conflict, so I raised list prices and restructured the corporate pricing model, protecting registered distributors. This elevated price book execution rates from 10% to 90% at higher list prices, delivering $50M in incremental revenue. The company adopted this strategy across all business lines.REVENUE / SALES CAPTURE STRATEGY• A 10% win rate in the consumer segment with new products was standard, despite Xilinx' market leader status. Investigated a segmentation pricing approach to position against several different competing technology and competitors, we dramatically increased the win rate to 50% representing a 400% increase in just 1 year. OPERATIONAL OPTIMIZATION• An outdated price book system caused frequent price setting errors and limits flexibility in channel pricing strategy. Our team specified, designed, evaluated, and rolled out Vendavo's enterprise pricing system across all business units. This new approach managed over 50,000 SKUs across 100% of the portfolio with simplified price book creation and administration, eliminated errors, and embedded new architecture for more creative and flexible price offering.TREND ANALYTICS• Information within the ERP is insufficient to assess the pulse of our market. Improved significantly the design win/loss analysis and reporting including the reasons. Developed a quarterly process representative of actual progress and serves as a leading indicator of future revenue stream. Attained #1 source in the company for design win / loss metrics in the company as pointed out by the Senior Vice President.
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  • Xilinx
    Product Manager, Advanced Products Division
    Xilinx 2001 - 2002
    San Jose, Ca, Us
    RESPONSIBILITY PROFILE: In my first role with the company, I reported to the Senior Product Manager, Advanced Products Division with a $250M Revenue Goal, and I rolled out new, high-performance programmable devices.ACHIEVED IN THIS ROLEOPERATIONAL OPTIMIZATION• Product availability information is both fragmented and inaccurate leading to field confusion and even communicating wrong messages to customers. Designed a significantly better and highly efficient product availability process enabling better internal management of products and communications to sales. This encompassed a comprehensive product availability, order entry, and quotation schedule and was subsequently adopted as a company-wide standard across 100% of all business units.
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  • Sonalysts
    Project Manager And Operations Consultant
    Sonalysts 1998 - 2000
    Waterford, Ct, Us
    CORPORATE PROFILE: Sonalysts is a technology services company specializing in submarine sonar systems and airborne, surface, subsurface and land-based navy systems. RESPONSIBILITY PROFILE: I reported to a group leader responsible for operations consulting. I performed in-depth research & analysis, providing lessons learned & recommendations to improve naval operations by collaborating with Office of Naval Intelligence, Central Intelligence Agency, and Squadron Commander. ACHIEVED IN THIS ROLEOPERATIONAL OPTIMIZATIONA high profile situation involving an advanced U.S. submarine with two Russian submarines created concerns with flag officers. Tasked to fully investigate and provide recommendations, I identified operational gaps and authored an extensive 200 page report. In this analysis, I highlighted operational challenges and recommended significant improvements in equipment, execution, and procedure with potential impact of $1B to future naval R&D spending. This analysis gained interests from U.S. Congress,
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  • Us Navy
    Naval Officer, Fast-Attack Nuclear Submarine
    Us Navy 1990 - 1997
    Washington, Dc, Us
    CORPORATE PROFILE: The naval branch of the United States Military.RESPONSIBILITY PROFILE: I conducted missions vital to the national security of the United States and led various engineering, weapons, operations, & navigation teams as part of a small military community operating at incredibly high standards. I am part of Admiral Rickover's "Navy Nuke" program and officers in this community are among the elite forces. Serving as undersea warrior aboard a nuclear-powered attack submarine is fantastic leadership development & proving ground - you learn teamwork in a way that's pretty remarkable. I lived under those standards and learned so much about the way submarine community "builds" people. This has helped me tremendously to becoming a leader and in taking care of my troops. ACHIEVED IN THIS ROLETEAM & ORANIZATIONAL LEADERSHIP- Received evaluations from "Above Average to Excellent" during tactical readiness inspection. - Received “Best in Fleet” grade in Mine Readiness Certification Inspection.- Ranked by commanding officer & students as #1 NROTC instructor.- Ranked by commanding officer as #2 junior officer.OPERATIONAL OPTIMIZATION- Meritorious unit commendation for exceptional conduct in the performance of classified naval operations.- Recognized by Navy SEALs for outstanding support by creating an innovative periscope ranging tool used to direct naval gunfire. - Conducted insertion & extraction special operations with Marine Corp Force Reconnaissance. - Received “Best in Fleet” grade in Nuclear Weapons Radiological Controls inspection.- Awarded “Green C” for best Communications Division in the Squadron.
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David Mok Skills

Product Management Strategy Pricing Cross Functional Team Leadership Competitive Analysis Analytics Product Development Pricing Strategy Management Go To Market Strategy Business Strategy Product Marketing Strategic Partnerships Segmentation Marketing Contract Negotiation Process Improvement Analysis Enterprise Software Product Launch Tactics B2b Business Process Improvement Leadership Mergers Start Ups Mergers And Acquisitions Negotiation

David Mok Education Details

  • Harvard Business School Executive Education
    Harvard Business School Executive Education
    Studied Under Renowed Professors Such As Clayton Christensen And Michael Porter
  • University Of California, Berkeley, Haas School Of Business
    University Of California, Berkeley, Haas School Of Business
    Executive Education
  • Rensselaer Polytechnic Institute
    Rensselaer Polytechnic Institute
    Entrepreneurship
  • Penn State University
    Penn State University
    Mechanical Engineering
  • Illinois Institute Of Technology
    Illinois Institute Of Technology
    Mechanical Engineering

Frequently Asked Questions about David Mok

What company does David Mok work for?

David Mok works for Illumina

What is David Mok's role at the current company?

David Mok's current role is Vice President, Pricing, Analytics and Insights.

What is David Mok's email address?

David Mok's email address is da****@****ail.com

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David Mok's direct phone number is +140884*****

What schools did David Mok attend?

David Mok attended Harvard Business School Executive Education, University Of California, Berkeley, Haas School Of Business, Rensselaer Polytechnic Institute, Penn State University, Illinois Institute Of Technology.

What are some of David Mok's interests?

David Mok has interest in Politics, Education, Environment, Poverty Alleviation, Science And Technology, Animal Welfare.

What skills is David Mok known for?

David Mok has skills like Product Management, Strategy, Pricing, Cross Functional Team Leadership, Competitive Analysis, Analytics, Product Development, Pricing Strategy, Management, Go To Market Strategy, Business Strategy, Product Marketing.

Who are David Mok's colleagues?

David Mok's colleagues are Samuel Clamons, Kiki Shelton, Prasanth Undefined, Alicia Smith, Jorge Pastor Díaz, Alisina Bazrafshan, Phd, He Xiang.

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