Managed P&L for $XXXM global chronic pain portfolio with a focus on U.S. and CALA, including the product lifecycle for three therapy portfolios. Rolled out first remote programming capability for chronic pain device, and leveraged sales forecasts, competitive assessments, and performance metrics to build out annual integrated marketing business plan (IMBP). Directed product messaging and positioning and led functional teams across Digital Marketing, Marcom, Sales, Clinical, Finance, and Supply Chain to go to market, respond to competitive entrants, and phase out aging product lines. Ad hoc initiatives include establishing strategic partnerships with component manufacturers for product line being transitioned in-house, leading multiple strategic initiatives focused on quality improvement, market penetration, and profitability, and developing commercial performance metrics for executive reporting.

Strategic Pricing:Leverage third-party market data, competitive intelligence, customer feature value survey data, and first-party business data to segment customers and to develop and implement pricing strategy that met business objectives for both hardware and software products and across multiple product lines. After developing pricing strategy (using SQL, R, Excel), worked with senior leadership on buy-in and managed cross-functional teams to identify resource requirements for implementation. Go-to-Market:Defined and managed metrics for launch success and built launch dashboards for executive team in Power BI. Managed internal functional teams – Sales, Marketing, Finance, Supply Chain, and Contracting – to ensure launch success. Strategic Executive Projects:Worked closely with executive leadership on strategic analyses and initiatives, including: - Coordinated pricing strategy across siloed divisions to increase sales volume of product line rapidly becoming commoditized. - Sensitivity analysis for a multi-divisional rebate program. - ASP improvement initiative for high volume products experience pricing erosion. - Analysis on competitive product segmentation, which became the catalyst for a complete product line rebrand and repositioning.Internal Product Development:Leveraged user surveys and feedback, product testing and feature tradeoff analysis, Agile framework, and SQL, VBA, and Python to develop internal products for Sales, Contracts, Compliance, and Supply Chain teams – improving rolling 12 month average customer onboarding time by 30% and reducing analyst error rate by 18%.

Project #1: Assess and provide recommendation for whether additional headcount should be added to relieve bottleneck and backlog in underwriting stage of sales process. Two-week analysis of current process, including marketplace assessment to understand value proposition of competition and its impact on their sales cycle; customer feedback surveys and user journey mapping through sales funnel, as well as leveraging SQL and Python to analyze data and establish key metrics driving lead conversion. Identified misalignment between customer acquisition process vs product strategy – i.e. leads sourced through digital ads (the majority of our lead generation) expected the immediate click-approval loans offered by competition vs the formal underwriting process we offered to provide lower interest rates, thus causing backlog and high attrition in underwriting stage of funnel.Proposed and obtained buy-in from leadership to shift customer acquisition strategy and marketing spend from digital ads to sales prospecting, enabling better lead selection and education through funnel. Identified product and resource requirements for implementation of new strategy. Designed roadmap and led cross-functional team of marketing, sales, and engineers to adjust outbound sales process, stages of funnel, UX across product segments, and product landing pages. Designed and deployed content marketing campaigns to better educate leads through funnel and launched partner referral program as separate source of revenue for unqualified leads. Seven-month Results: increased rate of lead conversion, reduction in lead conversion time (elimination of underwriting backlog), reduction in customer acquisition cost (improved loan profitability) and increased average monthly revenue through referral program. Designed and managed Tableau dashboards used in Series A capital raise.

Phase 1: HardwareManaged team of 6 designers and hardware engineers on development of a smart prescription device and ancillary wearable pendant. During initial four months, used customer feedback, revenue forecasts, and supplier costs to determine product feature tradeoffs, including size, user interface, information capacity and capability, battery life, and form factor. Conducted three 50-person user trials to understand user behavior and gain customer feedback of MVP, performing A/B testing of pendant functionality and synthesizing the results during iterative development stages.Initiated and maintained relationships with key component vendors.Discovered it was cost prohibitive to get product down to size required for adoption: Cue Pivot + Additional FundraisePhase 2: Digital Health PlatformManaged team of 4 designers and software engineers, leading Voice of Customer activities (segmentation, user stories/interviews, customer journeys, etc.). Owned product roadmap and progress toward milestones necessary to go to market with MVP.Led strategic planning - conducting market analysis, competitive assessment, and GTM strategy, and established partnerships with 32 physician groups to nail down product positioning and market fit. Prioritized first testing the hypotheses that would kill the business if proven false, enabling us to quickly discover EMR providers made clinical data inaccessible, thus leading us to discontinue operations.

Jefferies Leverage Finance Group