•Work directly with VP of Pricing to set annual price realization budget on ~$7B in revenue based upon leadership expectations and global economic conditions•Review price realization performance and support Pricing VP to report weekly, monthly and quarterly results•Work collaboratively with VP/GMs to achieve price realization budget and continuously identify price and margin improvement opportunities and risks•Direct the work of eight regional pricing teams worldwide with over 20 direct reports •Provide input into five year strategic plan and lead global special projects •Overall governance of pricing controls

•Led a team of between 6 and 23 people to conduct operational assessments of the former Bucyrus operations in 60 Cat dealer territories in Asia, EAME, Russia, Western US and Mexico. This resulted in the operational plans to enable the Cat dealers to acquire these operations.•Acted in a leadership role for the 20 member EAME transition team throughout the transitions of the former Bucyrus operations to the local Cat dealers in western Russia, Ukraine, Czech Republic, Germany, Turkey, Kazakhstan, Poland, France and Belgium among other smaller territories. These transitions led to over $75M in cash proceeds to Caterpillar. •Led a team of 15 Cat employees to successfully transition the former Bucyrus operations at Huntington, Utah to the local Cat dealer. The scope included 60 employees and $30M in sales per annum.

•Implemented an aggressive parts pricing strategy impacting $2.0B in annual aftermarket sales which directly contributed to adding $250M in incremental profit during 2011•Leveraged extensive pricing experience to establish a well-respected centralized parts pricing department consisting of 13 members•Consolidated parts pricing from six factory locations worldwide •Developed and implemented the parts pricing strategy to convert from direct channel pricing to a dealer pricing model

•Led the life cycle management team of four to focus on enhancing the techniques used to capture and analyze component and machine reliability information •Consolidated and improved accuracy of machine total cost of ownership models across 10 product lines. •Consolidated and maintained operating machine database which tracks 12,000 machines worldwide •Implemented Reliasoft software and improved techniques to calculate and analyze component B-lives, MTTR and MTBF

•Aggressively implemented pricing and margin management initiatives which largely contributed to underground segment EBITDA improving from 15% in 2007 to 20% in 2009 •Refined processes to establish and monitor budgets for the $500M per annum underground aftermarket division to align to new shareholder expectations within a public company•Established the parts market share calculation approach for underground mining equipment and calculated market share quarterly to monitor improvement initiatives•Led several integration teams and projects to integrate the aftermarket business of the surface and underground mining segments including standardizing the warranty administration process and tracking of installed machines•Implemented a global issue resolution process to provide field feedback to engineering centers to drive component and machine reliability improvement•Bucyrus International High Potential Program, 2009

•Member of four person team which developed and implemented a successful global aftermarket strategy over three years which improved aftermarket gross margin from 37% to 45% while sales grew by 40% to $350M. My specific focus was on the pricing strategy and financial controlling to measure results of various pricing and market share growth initiatives.•Implementation and management of a Balanced Scorecard KPI Management System and accompanying annual global “Five Star Performance” audit. This program targeted continuous improvement by benchmarking 12 business units against one another and sharing best practices and results. This program established the organizations and processes required to support the 40% growth in sales•Conducted ROI calculations and secured over $50M in capital to build service centers in Russia, China, Australia and the United States to support tremendous sales growth•Implementation and management of a global best practice team of six members who worked 25% of their time to share their best practices with other business units worldwide•RAG Coal International Leadership Program, 9/05-11/06 •C3 Leadership Program, Leading Initiatives, www.leadinginitiatives.com, 7/05