• Owned the strategic and tactical pricing function, leading a team of three professionals responsible for executing pricing decisions.• Led the corporate value creation initiative to transform the pricing organization from tactical to strategic.> Focused on establishing foundational pricing principles, governance, architecture, and discipline.> Managed and measured the impact of a price increase driven by rising aluminum, steel, and copper costs.o Achieved 0% price breakage from expected price increase.> Conducted a bottoms-up “quick win” analysis with options and recommendations on optimizing customer’s payment terms and non-standard color pricing of low volume products.

• Owned the strategic pricing function for a $500M+ business segment and oversaw a team of six pricing analysts responsible for analyzing and executing pricing decisions.• Implemented and standardized best practices for pricing analysis and decision-making, resulting in improved efficiency and accuracy.> Halving the pricing response time to sales inquiries from 8 days to 3 days> Developed tools and models to support pricing team in documenting and analyzing pricing decisions.• Established a Steering team dedicated to address cross-functional issues impacting sales team.

• Helped define the pricing strategy for key brands while driving value and profit increase discussions• Lead cross-functional projects that design and deploy pricing analytics as well as optimization and execution tools to enable effective pricing decisions while enhancing the quality and consistency of pricing processes. > Project lead for willingness to pay marketing research studies > BIAH representative for consultant-based analysis including consumer offer optimization and channel shift revenue impact > Initiated and implemented annual MAP policy & MSRP recommendations • Drove discussions and recommendations on outcome-based pricing and various pricing models.• Lead the establishment of the vision, prioritization, and roadmap for pricing initiatives. > Organized and executed BIAH first cross-functional Pricing and Contract Council > Developed internal Tableau reporting dashboard that included dynamic gross-to-net pricing waterfalls, average selling price reporting and pricing net sales impact analysis.

• Actively involved in the creation and management of the financial reporting to the C-Suite > Created a more detailed and accurate forecast model & methodology vs. prior model used for 15+ years > Drove the creation of a fully allocated profitability model at the item and customer level• Managed, modified, and regularly updated annual & 5-year strategic planning and valuation model> Identified as a “thought leader and positive influencers” by the CEO and included in the strategic planning process for 2019 and beyond. • Created, supported, analyzed, and recommend changes to current strategies to support growth of the business> Prepared strategic & financial deep-dive analysis in areas such as customer and product pricing/profitability, ROI, and operational efficiency analysis• Financial support & strategy for acquisitions of complementary business and distribution networks

• Accountable for developing, maintaining and managing the pricing process and strategy for all new and current product offerings and enhancements.• Supported the product management and strategy teams in evaluating product financial feasibility and profitability• Worked with members of the finance team in maintaining models that provide insight into the cost of delivering McKesson products and services• Supported the sales team in conducting profitability analysis, analyzing options and developing customer ROI analyses.

• Full P&L responsibility for budgeting, forecasting and long-range planning the revenues and expenses associated with the $75M Patient Access business.• Maintained business partner relations with the following functional areas within MHS & RelayHealth Financial:> Business Operations> Support Operations> R&D> Training & Education > Implementations> Sales & Account Management> Product Innovation> Technical Operations> Quality Assurance> Emerging Markets & Analytics> Project Management> Strategy• Prepared monthly financial reporting package that includes variance analysis of results.• Ad Hoc Responsibilities> New Business Cases> Operational Metrics> Six Sigma Finance Liaison> Capital Expenditures> Product Management ROI's> Headcount auditing• Managed a staff including multiple Sr. Financial Analyst

• Collaborated with the Senior Management team in identifying, developing, and quantifying strategies to improve profitability within sales, manufacturing, and other operations. Provided impact analysis on actions taken• Provided insight & understanding of financial results> Financial development of long range strategic planning for existing, new or proposed business operations> Prepared daily and month-end sales reports and updates to an 18 month rolling forecast.> Assisted in the development of the annual budget

• Financial leader responsible for margin maximization and overall financial strategy for the $400M product category• Provided direction to the category team by connecting the following business activities to category profitability: > pricing architecture & strategies > manufacturing capabilities > cost structure > competitive set & capabilities > product offering • Supported forecast, budget, and planning process for category function

• Financial business partner to the $160M Foodservice & National Accounts sales team responsible for creating and managing the pricing analytics and strategy.• Support the sales team with gathering, generating, and presenting a varied range of vital data to customers including detailed price quotes and charts, bill of material documentation and raw material risk exposure• Developed financial reports/models for forecasting, trending and results analysis• Member of the Big Wins & Strategic Initiative Team tasked in adding $60 million in incremental annual revenue• Selected participant of the New Cube User Acceptance Testing (financial modeling tool) because of "exceptional knowledge of financial modeling and P&L analysis”• Member of the Product Lifecycle Management (PLM) team tasked to implement a new CRM tools

• Planned, outlooked and managed the expenses for five organizations (Annuity Contract Management, Demand Planning, Global Procurement, Inventory & System Support, Global Procurement and Manufacturing) within Global Ops

• Provided POS and Self-Service hardware and software pricing recommendations and consultative support to Senior Management and Sales Leaders for multi-channel opportunities in the General Merchandise, Food & Grocery, Fuel & Convince Store, Hospitality, Travel, and Entertainment & Gaming industries for North America• Lead bid opportunities through a review process and ensure compliance guidelines set forth by Sarbanes Oxley