Partnered with sales, CSMs, product management and finance, supporting Nuance’s cloud and migrating on-premise enterprise renewal customers, with an annual revenue of over $200M. Presented actionable business insights to improve processes, inform key strategy decisions and contribute to divisional QBRs. Developed reports and dashboards to measure key KPIs such as customer retention, transactional usage and churn, pipeline management, forecasting, and performance updates for customers.• Steered monthly cloud renewals reviews with product, sales and CSM leadership reviewing performance against KPIs and opportunities/risks for key customer renewals. The Enterprise Cloud Retention Program increased hosted renewals from 80% in FY2022, 90% in FY2023 and 98% in FY2024.• Presented customer usage and revenue insights and trends to CSMs in preparation for customer QBRs.• Developed a new forecast model for maintenance & support renewal bookings and revenue. Achieved 99% forecast accuracy in fiscal years 2023 and 2024.• Produced renewal dashboards for sales to improve pipeline management, resulting in 6% bookings growth in 2017 & 2018 after bookings were flat the previous two years.

Drove pricing initiatives using analytics to form fact-based recommendations. Spearheaded cross-functional projects with product, finance, and sales teams to evaluate pricing strategy for existing products, new product launches, and expansion of current products into new markets. Contributed to analytics projects related to product bundling, customer segmentation, lifetime value assessments and marketing campaign effectiveness.• Managed customer journey project, analyzing the product migration behaviors of 35,000 customers. Used the insights to create customer profiles and upsell/cross-sell triggers for sale to increase customer lifetime value.• Designed Tableau dashboard to evaluate Hoovers promotional bundle pricing and retention rates. Recommendation to eliminate ineffective promotional bundles was adopted by the product leader in Q4 2014.• Created the pricing model for the launch of Supplier Risk Manager product in the UK, while concurrently redesigning the US Supplier Risk Manager pricing to establish one global pricing model.• Partnered with Product to establish D&B Direct 2.0 pricing, providing the analytics and price recommendations to minimize the revenue cannibalization of migrating customers.

Headed the pricing insights and analytics for the off-airport and one-way business segments with a combined annual revenue of $1.7B. Measured the effectiveness of the multi-channel pricing strategy for over 3,000 off-airport locations, consulting daily with the president of off-airport operations and regional contribution directors to discuss current strategy performance, competitive trends, and recommended strategy adjustments. Analyzed one-way rates, performance, and net fleet movement, and collaborated with regional fleet manager to implement strategies to maximize revenue growth while utilizing one-way rentals to maintain fleet balance and reduce transporter costs. • Designed dashboards to provide a complete view of off-airport pricing strategies, competitor pricing and YoY reservation trends by location. Consulted with contribution directors to assess and adjust pricing strategies resulting in off-airport revenue growth of 9% ($48M) in 2012 and 14% ($65M) in 2013.• Designed dashboards to provide a complete view of off-airport pricing strategies, competitor pricing and YoY reservation trends by location. Consulted with contribution directors to assess and adjust pricing strategies resulting in off-airport revenue growth of 9% ($48M) in 2012 and 14% ($65M) in 2013.• Discovered a pricing shortfall on multi-month products and devised a new strategy, driving a 17% revenue increase ($16M) in 2012. • Streamlined one-way pricing infrastructure to eliminate product cannibalization; implemented a new pricing model to improve fleet balance and achieve revenue growth of 5% ($21M) in 2013.• Managed the Florida and Arizona drive-out promotions moving over 7,000 cars through one-way business, realizing $2.8M in transporter cost savings in Q2 2013.

Hired to create this new role for Hertz, establishing pricing analytics for the commercial sales organization with total annual revenue of $1.2B. Chaired bi-weekly meetings with VP of sales strategy & operations and director of pricing strategy to review current projects and dashboards and discuss opportunities for sales and margin improvement. Participated in global account reviews with VP of global accounts and global account managers to review account performance, upcoming renewals, and new account proposals. • Developed corporate account pricing database and dashboard segmenting contracts on annual revenue, rental patterns, contractual benefits, price and contribution margin to benchmark pricing renewals and new contract proposals, contributing to corporate revenue growth of 12% ($100M) with margin growth of 19% in 2010. • Restructured canvassing and point of sale pricing strategy for the government segment resulting in revenue growth of 9% ($4.2M) and margin growth of 20% in 2011.• Implemented corporate weekend rental discount in June 2010, increasing revenue by 9% ($5.6M) in the first 12 months after 2 years of double-digit revenue declines.• Quantified costs associated with contractual benefits such as zero blackout periods and guaranteed availability, increasing the accuracy of contribution margin calculation in new account bid proposals.

Developed and delivered product pricing for 35 northeast locations with total annual revenue of $330M. Managed regional pricing meetings with northeast VP and regional managers to address pricing, product mix and margin improvement opportunities. Consulted with product managers regarding current vendor deals to determine accurate product pricing and communicated preferred vendors by product to branch managers. • Drove the northeast region to the highest OEM product conversion in the company in 2008 and 2009 at profit margins 20% higher than comparable brand name products.• Successfully transitioned three acquisitions in NJ and CT into the Allied pricing structure. • Implemented a pricing strategy for non-stock products resulting in an additional $700K in revenue in 2008.• Corresponded regularly with outside sales reps to obtain competitive pricing information. • Reviewed contract bid requests from branch managers to determine optimal pricing based on prior bid performance.