Ryan Clausen Email & Phone Number

Dubuque, Iowa, United States

Muscatine, Ia

Directed a team of 14 members for data collection, process alignment & improvement, and the complete revamp of the Material Data Sheet (MDS) process and the channel revenue management program. Led upgrades in the manual claims process, performed regular dealer fee audit reviews, and resolved servicing fee & pricing issues.Developed, trained, and managed pricing team members to support all business production-level requests and eventually eliminated all order loss due to unnecessary pricing issues. • Drove processes that obtained an SLA compliance rating of 100% and achieved 99% accurate pricing through detailed strategic planning. Successfully obtained a 12% increase in awarded bids through a complete redesign and overhaul of the bid specification fee process.• Improved efficiency for bid & contract teams that led to a successful Oracle launch and provided additional support to ensure seamless go-live initiatives for HON, Allsteel, Maxon, and HNI International.• Successfully removed 100% of manual touches on orders over $200,000 through the development of a revised ‘Fast Track’ contract for HON.

Implemented a new set of analyst requirements designed to gain a greater competitive advantage on pricing projects by training established team members on these new methods of analytics. Developed system integrations & support by leading a team consisting of sales, finance, IT, and marketing to ensure a flawless approach to entirely new pricing efforts.Oversaw information gathering interviews with internal & external sales representatives to obtain a solid understating of the market landscape for small projects that needed a quick turnaround. Served as the business systems transformation lead for HON, Allsteel, Maxon, and HNI International, responsible for the integration process for bids &contracts. Ensured complete start-to-finish consistency for bid pricing for GFR and Oracle.• Drove the development of the ‘Fast Track’ program from its original inception to implementation that increased company win rates by 20% for projects under $200,000. • Completely designed a regional bid approach that assisted in the reduction of the average response time by 1.5 business days. This led to a more streamlined system, resulting in faster lead times and more familiarity of analysts in their market. • Architected ‘IntelliSell,’ a new system designed to provide the bid department with improved insight into the competition to set pricing and drive a ‘competitor first’ approach. This led to a 10-15% increase in bid pricing wins.

Reviewed project bid requests to analyze competing manufacturer information in an effort to be awarded new and existing HON projects (2,100 bids in 2014 and 1,500 bids through August 2015). Demonstrated a thorough understanding of commercial and government contracts while maintaining a healthy profit margin on numerous HON Company furniture projects.Led an RCI event to map out the current state of specification fees, provided high-level training presentations to new customer support & sales members, and participated in annual visits to dealer partners to promote the HON company bid. Regularly analyzed competing manufacturer information for insight on discounting trends and reviewed company product costing to understand and determine proper list-to-cost ratios, project parameters of price holds, and order size of bid projects while assisting the sales force in presenting recommendations to dealers. Notable bidding projects won included:• North Texas Municipal Water: $2.6 million with an actual ship margin within .8% of an expected margin of 26.3%.• Chapman University: $2.4 million actual ship margin that was within 3% of an anticipated margin of 32%.• NAVY 311: $2.6 million with an actual ship margin that was 13% over the expected margin of 15%.• Ridgeview High School: $1.8 million with an actual ship margin over 6% over the expected ship margin of 22%.

Managed an Allsteel dealer accounts receivable portfolio valued over $16 million that involved analyzing financial data and determined proper credit limits. Completed over 200 dealer reviews and identified & remedied issues for non-payment. Acted as a trusted liaison between customer accounts payable and accounts receivable.• Achieved the goal of over 5% reduction in total past dues and decreasing DSO below 26 days.

Managed regional customer disputes over invoices, product warranties, and logistic concerns by collaborating with multiple departments to resolve these complex issues. Assisted in troubleshooting for product installations.

Davenport, Iowa Area

Designed and established innovative sales & service strategies. Reviewed and underwrote consumer credit applications to determine proper credit lines while meeting branch sales & member service goals and assisted with the collection on delinquent accounts. Promoted to branch manager and selected to perform sales training and performance evaluations of the staff. • Set the standard on sales of credit products & loan volume selling 10 to 15 products a month (300% over goals).

Davenport, Iowa Area

Created sales plans designed to achieve quarterly goals, profiled customers, and processed credit applications.