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I excel at transforming pricing and contracting teams into dynamic, thriving, profit centers—ones that play indispensable roles in supporting the financial and commercial objectives of the firm. I identify opportunities and lead change grounded in actionable strategies. My teams have returned hundreds of millions of dollars to our firms, rewarding shareholders, improving the pricing and contracting experience for customers, and most importantly, benefiting patients by returning funds that then have been invested in technologies that save lives and improve human welfare.Much of what has made my teams and me successful has been rooted in making much better decisions, much faster. Very often, pricing teams are viewed exclusively through a lens of governance; throughout my career I've made it our goal to disrupt and preempt our competitors' decision-making cycles through technology, breakthrough process improvements, clear delineations of authority, and cutting-edge training. Making this happen requires a bedrock strategy, leveraging tools and processes, and a vision to get there. As my career took me from salesperson and contract negotiator to vice president, I have led changes that have transformed pricing and contracting from perfunctory stops in a flow chart to trusted partners who craft superior agreements that win for both our customers and ourselves. When I went to Covidien (acquired by Medtronic) and implemented management and workflow technologies such as SalesForce.com (CRM) and Apttus/Conga (CPQ/CLM) I came to appreciate the differences improvements in process and technology could make to pricing effectiveness. At Medtronic, and later at Roche Diagnostics, my teams slashed turnaround times by 90% or more, making us more competitive and supporting 40%+ increases in revenues, and returning about $250M to those firms’ bottom lines. What is perhaps most satisfying to me is helping lead teams from struggling to high-performing. In my experience, in most of these situations you’ll find great people who are locked into tired processes, using ancient tools, and having little advanced training. Getting these teams from there to great requires investment in them through a purpose-driven commitment to their success. I have been fortunate to have earned some of the highest engagement scores in Medtronic’s history, as well as had my teams voted “highest performing in the world” (amongst like teams) two years in a row. Let’s connect: rwbrown@att.net
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Vice President, Pricing, Contracting, And OperationsRoche Diagnostics Sep 2020 - Jun 2023Roche Diagnostics USA | Indianapolis, IN Vice President of Contracting, Pricing and Operations (2020-2023)I was recruited to establish seamless and reproducible pricing and contracting procedures that benefitted the customer and the company. Tasked with reducing turnaround time, decreasing billing errors, increasing NPV, and improving employee engagement. SELECT RESULTS:PROCESS IMPROVEMENT & OPERATIONAL OPTIMIZATION✔ Reduced turnaround time from 3 weeks to 4-24 hours ✔ Decreased billing errors from 3% to 1% ✔ Held headcount growth to 2.5% despite 40% increase in volumesINNOVATION✔ Led 600-seat Conga CPQ implementation✔ Established customer dispute team to shift responsibility from sales reps ✔ Implemented novel processes and tools that improved efficiencyTEAM BUILDING & ENGAGEMENT✔ Created Employee Advisory Council to promote team-led innovative solutions✔ Supported employee-led time and motion study to maximize team member efficiencySKILLS: Cross-functional Team Leadership | Employee Engagement| Business Process Improvement | Coaching & Mentoring | Innovation Development
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Senior Director Of Pricing And Contracting OperationsCovidien (Medtronic Minimally Invasive Therapies Group) Aug 2017 - Aug 2020Fridley, Minnesota, UsMedtronic CorporationSenior Director, Pricing and Contracting Operations USAMITG (Minimally Invasive Therapies Group) Led pricing and operations team of more than 50, spanning 12 functionsTeam successes:• Pricing returned more than $47M in incremental NPV in FY20 (>1% of revenue);• More than $20M returned through improved opportunity analysis and discipline;• $13.2M returned through contracting excellence initiatives;• More than 50% reduction YoY in price erosion; • Team cut cycle times by up to 95% on opportunity review and approvals and contract turnarounds.• Team engagement was amongst the highest in Medtronic as measured by the company's Organizational Health Survey: 92.6%.Promoted August 2017. -
Director, Pricing StrategyMedtronic Feb 2016 - Aug 2017Minneapolis, Mn, UsReturned nearly $11M to shareholders (5x budget) including:• Pricing: $3.6M in incremental Net Present Value (NPV equivalent to ~1.5% of variable revenue) that leveraged automation and innovative pricing strategies and methods• Compliance: $3.1M+ annually• $3.3M in accelerated revenue recognition and cash flow benefitsPromoted step change in service to sales partners and customers through innovative tool and continuous improvement adoption:• Reduced cycle times by 55%-80% across 4 presale and postsale groups• Reduced quote-to-order interval by 25% (10 days) • Hired, trained, and equipped pricing team with sophisticated tools that model opportunity P&L. Introduced NPV and incremental NPV as principal measures of opportunity value• Simplified pricing governance structure, freeing field to make proportionately more pricing decisions while reducing or reversing price erosion• Supported 300% throughput increases with no increase in headcountPromoted organizational support for innovation:• Partnered cross-functionally to gain consensus on best practices and measures of success • Built rapport with senior leadership for key initiatives through engagement and clear articulation of current and expected outcomes• Motivated by articulating vision and emphasizing best-in-class methods• Identified, promoted, and developed talented management team that led their teams to success • Improved economic and contracting literacy through training and change management initiatives -
Director, Pricing PlatformsMedtronic Feb 2014 - Feb 2016Minneapolis, Mn, UsLead Apttus Configure Price Quote (CPQ) implementation for $2B business unit. • Led implementation of CPQ (Apttus) for 800-license Medtronic business unit. Blueprinted requirements, conducted VOC, oversaw development
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Emea Commercial Services DirectorCovidien Ag Jan 2011 - Feb 2014Fridley, Minnesota, UsCommercial lead for pricing, tendering, CRM (SalesForce.com), sales performance and sales compensation (Varicent) projects supporting six autonomous European Global Business Units (GBUs). $20M budget overall.Lead business process transformation efforts in support of these initiatives. Engaged with stakeholders within the business to reform and improve processes. Measured and reported results back to the GBUs.Staffed teams in Shared Services Centers in support of these areas, relocating or creating functions such as pricing reporting, compensation, contracting/tendering and sales enablement administration from the GBUs into the service centers.
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Director Of Global PricingCovidien Ag 2006 - Mar 2011Fridley, Minnesota, UsManaged strategic pricing and offer development team for medical products manufacturer. Established centralized custom contract review and approval process, developing and enforcing minimum financial performance guidelines for new and renewed contract opportunities. Increased margins by $75MM+ (over 4 years) through development and management of several key initiatives:--Segment- and product-specific price increases of 3%-14%.--More profitable product mix (driven through contract pricing and terms).--Promotion of complementary product relationships (razor/razorblade model).--Innovative rental and financing programs.--Improved, commitment-based contract structures.--Price “leakage” reduction in customer contracts and distribution channels.
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Director, Pricing And Offer ManagementQwest Communications Sep 2001 - Nov 2006Monroe, La, UsLed team of 10 custom pricing analysts and negotiation specialists in 6 U.S. cities, setting guidelines and managing daily operations.--Team priced and negotiated in excess of $2B per month in Qwest’s largest accounts. --Increased team contribution (contract contribution margin/team expense) by 36%.--Improved cycle times by 15% despite headcount reductions.--$50M signing authority; promoted twice in 4 years.
Ray Brown Skills
Ray Brown Education Details
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University Of MichiganHistory (Russian And East European Studies Program) -
Purdue UniversityMaster Of Business Administration - Mba
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University Of MichiganRussian And East European Studies
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Purdue University Daniels School Of BusinessGeneral
Frequently Asked Questions about Ray Brown
What is Ray Brown's role at the current company?
Ray Brown's current role is Fortune 250 Vice President of Pricing and Contracting.
What is Ray Brown's email address?
Ray Brown's email address is ra****@****ien.com
What is Ray Brown's direct phone number?
Ray Brown's direct phone number is +172032*****
What schools did Ray Brown attend?
Ray Brown attended University Of Michigan, Purdue University, University Of Michigan, Purdue University Daniels School Of Business.
What skills is Ray Brown known for?
Ray Brown has skills like Pricing, Sales Operations, Pricing Strategy, Cross Functional Team Leadership, Market Development, Medical Devices, Salesforce.com, Competitive Analysis, Product Marketing, Program Management, Negotiation, Product Launch.
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