Pricing responsibilities include new product pricing & commercial offer management in multiple high growth and dynamic markets related to automation (core Robotic Process Automation/RPA, Test Automation, and AI/ML models). Key Achievements (in chronological order):• Defined pricing and offer definition approach for business agility and SOX compliance (UiPath transitioned to a publicly traded company in April). Drove pricing decisions earlier by 2 months to achieve time for internal and partner enablement.• Established and drove our "pricing committee" cross functional group of exec stakeholders contributing to pricing strategy. This improved visibility of the commercial roadmap and pricing decisions across the organization, which led to better alignment/reduced confusion and sales friction.• Rolled out new commercial offers targeted at reducing portfolio SKU complexity (product portfolio grew by 6x and SKUs only by 2x) and increasing iARR (conservatively modeled at 5% of additional iARR).• Supported VP of Pricing and Licensing in growing team from 4 to 10

Monetization strategy consultant for startups (http://thosit.com)

Promoted and given the responsibility of Citrix’s Networking portfolio of products and services in order to apply lessons learned over the previous 2 years from focusing on the Workspace portfolio of the business.• As part of a highly-leveraged Pricing team of 3, developed and executed a reduction in cloud SaaS list prices and roll out of new discounting framework and tools in Jan 2020 which increased revenue by a projected $45M annually for net new SaaS.• Inherited business ownership for the Citrix Deal Calculator, a web-based configurator and deal pricing (CPQ) tool used by Sales, Deals Desk, and Revenue Operations to quickly and easily obtain pricing/discounting estimates for customer budgetary purposes without having to use the full-blown quoting tools. Managed third-party/contracted developers, tool roadmap and releases, obtained internal budget for contracted work, and negotiated renewed SOW ($250k/yr).• Hired a Pricing Analyst to manage day-to-day pricing analytics reporting.

Joined the Director of Pricing and Packaging to establish a centralized Pricing & Packaging team within Citrix, responsible for pricing and packaging strategy across Citrix's portfolio of SaaS and product offers. Key Achievements (in chronological order): - Collaborated with internal Citrix exec stakeholders and an external consulting firm to establish a 3-year Pricing & Packaging Strategy roadmap to support Citrix’s transformation from a perpetual software business to a cloud services leader. - Developed the governance process for the Pricing & Packaging stakeholder business functions, including Product Management, Sales, Marketing, Finance, Channel, and other key stakeholders to achieve organizational alignment on pricing and overall go-to-market/GTM strategy. - Conducted customer surveys to determine packaging for new and existing product lines. - Simplified the Workspace service sales motion by providing new sales enablement collateral and documentation. - Developed and implemented Excel-based pricing and business models to facilitate data-driven decisions on pricing and packaging. - As part of a team of 3, developed and executed a reduction in cloud SaaS list prices and roll out of new discounting framework/tools in Jan 2020 which increased revenue by a projected ~$45M annually for net new SaaS.

Part of the Collaboration group’s commercial offer product management team, tasked with owning the subscription and perpetual license packages for enterprise customers for both cloud-based and on premise-based collaboration products and services. Key Achievements (in chronological order):• Streamlined our sales cycles and operations flow for deal scoping & approvals to scale, achieve a quicker turnaround time for quotes, and use fewer product management resources. This deal scoping review originally required a full-time product management resource in FY15 for a $300M+/ year pipeline. At the end of FY16, this responsibility no longer required a dedicated product manager even with a significantly larger $450M+/year pipeline. The new process also supported FY16Q3 and FY16Q4 to become record quarters with reduced deal exceptions/escalations & smoother sales cycles.• During early FY17, the offer management team was tasked to launch a new subscription-based offer, and at the same time grow revenue in our existing perpetual license offer; I was responsible for the perpetual offer roadmap in FY17. During offer releases, I refined our release process for package and offer updates that focused our core team on committing to timelines and improved execution by adopting an organized program management approach (following a stage-gate milestones and regular program meetings).• As team lead for 5 product managers, drove development and adoption of a combined roadmap and Agile-inspired release cycle for both the new subscription-based offer and the legacy perpetual offers in order to organize our own prioritization decisions and improve field awareness of offer strategy.• Co-led the development and implementation of a compliance program that monetized customer growth and overconsumption of our offers which projected to add incremental revenue of $15M to $20M during FY18 and FY19 combined.

• Architected and managed the Collaboration Technology Group’s Alpha trial networks -- approximately 2500 users across 7 globally distributed sites. • Planned and lead rollouts of early-in-development of Cisco Unified Communication (UC) products into a live production environment, including feedback collection strategy (user surveys, live user experience sessions), presentations of technical collateral to varying audiences / customer briefing demonstrations.• As a project and technical team lead of up to 5 engineers, managed and coordinated efforts across multiple geographic locations to ensure deployment milestones were met as well as optimum user experience.• Developed experience in Agile development teams, in a fast-paced, growth area of Cisco’s portfolio, developing new product trials and prioritizing feedback for product teams, as well as cross-functional program management & organization skills.

• Tasked with validating Cisco’s Collaboration products in a live environment before GA. • Lead Alpha engineer for the first live deployment of the Cisco Cius collaboration tablet to over 300 users. User base included Cisco executives within the business unit and as well as the CEO’s direct staff.• Improved the team’s survey methods for collecting and tracking product usability feedback.