Robert Ritter Email and Phone Number

Building on my experiences at Intuitive and Vizient, I identified the need for a site level chapter of Visa’s Ability focused Employee Resource Group for the Denver office. By partnering with the global ERG leads and site-level leadership I was empowered to develop and lead a cross-functional team to address the needs of local team members. • Crafted and presented an inclusivity best practices webinar for hiring managers. • Facilitated bidirectional communication between team members and leadership. • Provided opportunities for individuals to share experiences and develop a deeper sense of belonging.

I was hired to manage the Center of Excellence supporting Visa’s Commercial Solutions Business Unit. The Center of Excellence provides market research, competitive intelligence, customer insights, and data analytics to enhance Visa’s positioning in the commercial payments space. I partnered with cross-functional teams from product, sales, account managers, marketing, and communications to understand the pain points and opportunities to expand Visa’s market share in the commercial payments sector. • Informed product strategy by designing and deploying market research initiatives, monitoring industry and competitive trends, and leveraging data to create KPI dashboards and insights. • Supported sales engagements by providing account level product opportunities, vertical specific insights, and ad hoc benchmarking. • Managed all market research projects from project charter through close. Responsible for the full utilization of the research budget.• Focused on rapid iteration utilizing A/B testing. • Provided organization wide readouts on research.

I leveraged the lessons learned and best practices developed from my time at Intuitive to provide guidance for the VizAbility ERG, which had just launched. • Aligned the structure of the leadership board to addressing high visibility team needs.

At Vizient, I was brought on to standardize the go-to-market and commercialization practices of the Software as a Service (SaaS) Product Group. In this role I also supported the product roadmap and prioritization backlog. • Developed and implemented a standardized software release and commercialization process across multiple product teams. • Supported agile software release methodology by establishing the prioritization of epics and releases in Jira. • Translated voice of customer feedback into user stories and wire frames.

I was approached by senior leadership to develop an Employee Resource Group for Individuals with Disabilities. • Developed a baseline understanding of ERG resource and service delivery by engaging Intuitive’s existing ERG leadership teams. • Aligned actionable outcomes with senior leadership and established an executive sponsor, focused on incorporating lessons learned from Disability:In. • Built and led cross-functional leadership board. Facilitated the creation of internal webinars.

This role was responsible for the product marketing of Intuitive’s Service Contracts and the management of end-of-service strategy and communication. My team was responsible for the creation of new service offerings, managing service delivery, and responding to customer complaints. • 2x Recipient of “Making a Difference” award, a peer-to-peer recognition program. • Developed financial models and forecasts of service revenue and costs associated with supporting legacy product platforms. • Engaged in voice of customer activities including qualitative and quantitative engagements to refine service product positioning.• Designed and deployed a conjoint analysis that served as a foundational understanding of customer expectations for service product features. • Supported the development and global deployment of software updates.

MBA internship with the goal of establishing a capital product lifecycle strategy and framework for end-of-service management. • Utilized data analytics to develop visualizations and what-if scenarios of capital placements by generation. Highlighted the risks around increasing cost to serve of legacy equipment. • Developed customer clusters and targeted sales opportunities to drive capital conversions.

Promoted from Inside Sales. This role was part of a product diversification effort at Womack focused on gaining market share in non-traditional segments. • Developed profitable long-term customers through value-added selling practices. • Maintained sales funnels across multiple manufacturers. • Spearheaded a cross-functional team of engineering, manufacturing, procurement, and customer service to design and deliver custom solutions.

Promoted from Customer Service. The automation inside sales role was created for me to drive business development leads for a product diversification effort at Womack. • Developed warm leads for the sales force through market research and cold calling. • Designed and delivered bi-weekly product training webinars. • Supported new product introduction and awareness campaigns. • Created wire-frame mock ups of software screens and product layouts to support custom engagements.

Supported customers via phone and email with quotes, order entry, status, and expedites. • Improved on-time delivery metrics for a key account through proactive communication and expedites. • Developed process maps of all customer service activities ahead of an ERP implementation.