Rebuilding Segment and GTM strategy to drive business growth in Commercial Segment• Built and executed GTM plan to return Commercial business segment to growth by re-energizing channel focus, reprioritizing product roadmap to core SMB use cases, and re-aligning sales resources to nurture segment. (Initial full quarter results after re-alignment in strategy indicate ~4% positive growth)• Designed and implemented key “no-touch” sales plays, campaigns and channel partner incentive programs to accelerate growth and remove friction in run-rate business that is executed through ~33k Channel Partners• Successfully led migration across 700+ Partners and 30K+ customers on legacy on-prem products to new cloud offering and new commercial models• Launched self-service enablement program to build channel competency across focused cross-sell and greenfield sales plays and key channel incentives to execute against SMB growth strategy

Driving GTM simplification and integration initiatives & migration of existing customers from Perpetual business to Saas• Led Business Simplification initiative of migrating 100K+ Customers and Partners off of 12 existing Licensing programs to a simplified and integrated GTM strategy fit for a combined Bluecoat & Symantec portfolio. Managed E2E transition and communications plan across Sales Ops, Sales, Channel Marketing, Legal, Corporate Communications, and Finance teams to ensure aligned execution• Designed new SaaS sales compensation strategy for migration of Perpetual to SaaS and piloted in select regions. Developed business case and secured incremental funding for pilot approach.• Launched new Australia Subscription Program Pilot to test the potential revenue upside of shifting the business to a SaaS business model which resulted in overall 5x improvement in CLV and significant improvements in discounting, cross-sell, and retention percentages• Drove the design of a new E2E SaaS Customer Experience which served as the foundation for buildout of key SaaS/Subscription capabilities and was uniformly adopted across multiple cross-functional teams• Redesigned commercial terms & pricing policies and approval processesfor SaaS business which accelerated sales cycle and reduced operational costs of negotiated deal exceptions• Spearheaded creation of a new discounting and approval reporting tool (DART) in collaboration with IT which placed Symantec as top winner of the Digital Edge 25 award (awarded to vendors for cutting edge digital innovations)

Managing revenue growth initiatives by driving pricing consistency across all business units while executing on several global pricing “quick wins”• Structured and led 100+ Sales workshops globally to gather feedback and leadership support on new market competitive approach to deal evaluations• Launched new discount strategy that focused on evaluating key deal attributes (cost tolerance, location, deal size, customer segment, product stickiness) which improved discounting performance by 150bps and decreased deal cycle time by ~ 15%• Created 1st Edition of Competitive price book that benchmarked Symantec products against 356 competitive product offers and spanned ~ 314K price lines that covered global MSRP’s, volume discounts, Channel Margins, renewal strategies, as well as product feature comparisons • Defined a standardized approach to measuring Channel (Route-to-Market) Profitability which supported the harmonization of upfront channel margins across all our product lines and regions• Partnered with Business Units to conduct several pricing elasticity studies and drive global pricing adjustments across several key product lines• Conducted customer retention and revenue analysis to support several Renewal “Quick win” Revenue initiatives that aimed at streamlining support offerings as well as instituting COLA industry standard pricing adjustments

• Researched and analyzed competitors’ pricing strategies and technical offerings to create market competitive benchmarks across F5’s support options • Presented proposal to executive leadership on standardizing pricing approach for services across 3 geographies• Created financial models that tested the financial and operational feasibility of implementing various pricing model that could be applied on a global scale

• Functioned as interim lead during Senior VP’s temporary leave, managing ~$1Billion in client assets • Managed relationships with investment/fund managers to ensure real-time updates on market/fund performance to appropriately allocate and/or rebalance clients’ portfolios • Built new tracker report using Excel to monitor in/out flow of new investments, cash flows and changes in asset allocation which significantly reduced the operational and administrative time during quarterly reporting season• Implemented new process of checks and balances that ensured accurate execution of buy/sell trades for client accounts which substantially decreased the number of costly trade errors

• Devised customized financing solutions by assessing client portfolios to determine maximum loan-to-value ratios• Developed a tracking tool to track and measure market movements of pledged assets in order to more effectively anticipate collateral calls that would result from adverse market conditions • Collaborated with legal teams to assess and review legality and proper execution of client contracts

• Assisted financial advisors with portfolio analysis to determine the suitable investment allocations based on clients’ needs and lifestyles• Utilized proprietary brokerage programs to generate client financial reports, investment policy allocations, and portfolio performances

• Conducted monthly market research regarding new relevant industry competition versus current Southwest airlines promotions• Organized recreational events at local schools to publicize current Southwest promotions such as the College Student Program