Led a team of 15 strategists & program managers (Director and below) to identify, design, and execute strategic programs for the CRO and GTM organization ($~14B) with a focus on foundational as well as revenue-driving initiativesKey Initiatives: sales operating model; strategic planning; annual planning, enterprise strategy, pipeline and GTM metrics and insights;

Built a Strategy & Operations function for a newly-formed business unit ($1.5B) comprised of Content Partnerships, Technology Partnerships, and Data Licensing/Developer Partnerships; managed a team of 12 (Director and below) to build capabilities across business strategy, operations, and analyticsKey initiatives include: strategic planning (vision & OKRs), customer segmentation, new market entry

Created a new Growth function for $400M data licensing business and built a team of 7 focused on revenue and user growth through identification of new use cases, new market entry, pricing & commercial strategy, and data insightsKey initiatives include: Pricing & packaging, Indirect GTM strategy, design & launch GTM metrics and KPIs, business development & partnerships

Strategy Senior Manager focused on helping clients achieve top-line growth through pricing and commercial strategies and analytics, as well as margin improvements through overall deal economics and commercial operating models, discount optimization, and negotiations tactics for B2B organizations.

Leading Insurance Brokerage Firm – Pricing Strategy ManagerLed the pricing strategy efforts for a new product launch in the insurance industry for a product expected to generate as much as $150m per year in incremental revenueConducted a customer survey to assess preferences for product attributes and customer willingness to pay

Financial Services Technology Provider – Target Price Lead-Conducted current state capability assessment to identify gaps for consideration of new deal desk sales support function-Developed a pricing calculator to improve first pass target pricing and increase revenue for a $192 m portfolioGlobal Professional Networking Tech Company – Finance Strategy-Developed a strategic roadmap to achieve scalable growth across the Finance organization for a $2.5 B company

Leading Aerospace Company – Pricing Strategy Analyst- Evaluated pricing characteristics, drivers, and methods for portfolio of 70+ products across 27 product classes. Conducted pricing and discount variability analysis, and supported the development of pricing recommendations and an 18 month Roadmap to enable dynamic pricing for a $650 M company- Developed 6 training courses for 250 end-users in 6 global locations. - Built a revenue forecasting model to automate data import and analysis across several data sources, including SAP, reducing time to complete forecast by one week. Leading Insurance Company - Claims Analyst- Analyzed claims supplier spend and conducted comparative assessments of the approved supplier list against supplier contracts to identify opportunities for savings on over $900 million of non-contracted spend

-Lean Six Sigma Green Belt responsible for leading Kaizen and Lean events for food service operations at Naval Station Great Lakes-Collected and analyzed data to develop inventory levels which reduce on-hand inventory levels by as much as 50%-Developed process to implement composting and separation of organics in Galleys-Analyzed utility consumption data and determined ways to reduce energy use by 27%

-Received a Performance Award from the Commanding Officer, Naval Station Great Lakes for outstanding leadership associated with improvement of service support to enterprise stakeholders-Spearheaded a six month Lean Six Sigma project, comprised of nine members, that increased the volume of recyclable materials sold by 161% and reduced processing time by 75% -Conducted rigorous cost-benefit analysis of potential composting and recycling solutions under a $1million waste management contract-Established repeatable method for quantifying overall participation in recycling programs-Automated reporting system to better process recurring data pulls used to inform senior leadership of operational and financial trends impacting a $289 million enterprise across 16 states-Led monthly project and status update meetings involving senior leadership of three major organizations and as many 400 people.

Led a team of six interns in the research, analysis, and implementation of alternative solutions for the disposal of 800 tons of food waste generated annually by the Navy's largest food service operation, resulting in annual savings of $21,000 and a six percent increase in waste diversion.