Vinit Mittal Email and Phone Number

In last 1 year my profile has been expanded to focus on critical elements of growth and margin expansion .1. Manage pricing for $1.2B of PSS business with 100 bps margin expansion. Deal desk team management globally which helps to drive growth and margin improvement. Pricing analytics and pricing operation management . Total team size of 10 people.2. FGI management with key focus on driving IOS sales and limit build up of new IOS . In 2023 , helped around $40M of IOS sales globally 3. Business analytics supporting multiple initiatives around growth and margin improvement 4. Portfolio management through 80|20

As pricing leader ,I am responsible for pricing strategy deployment for $1.6B business of productivity solution and services . I lead team of 15 pricing analyst spread across Bucharest and Mexico hub.I work closely with global and regional leadership team to build price improvement plan to deliver 80bps VCM improvement net of inflation . In 2022 , we have built pricing action of $120.0M & delivered $45M price impact in 2021 . Key projects handled : 1) Tariff pass through to end customer which resulted into $5.0 M price recovery 2) Price reconciliation process deployment which led to $10.0 M price gain in 2021& $60M in 2022 3) Discount control through deal desk which led to price gain of $5.0M 4) List price management for delivering value pricing of $15M per annum. I also led PROS control and guidance deployment . I am also responsible to train people on PROS.As deal desk leader , I am responsible for deal desk performance to deliver improvement on key metrics i.e. Win rate , discount reduction , margin improvement and price exception approval time reduction . In 2021 , we have delivered 100 bps reduction in discount , 300 bps margin improvement , 15% win rate improvement and approval time reduction by 2 hours compared to 2020.As marketing analytics leader ,I support organization in proving real time key insights using digitalization .Key projects handled: Product margin analytics , Freight analytics , Channel revenue and profitability analysis , Lead generation to revenue analytic, Marketing campaign performance, Price elasticity ,Deal desk performance analytics, distributor rebates and credits management .As 80|20 leader, I am responsible for deployment of 80|20 concept across PSS business with key focus on 95% of orders to be machine to machine, SKU & customer rationalization , OTFP ,OTTR, Margin & price realisation differentiated by type of customer & SKU.

Delivered key portfolio Metrics: Product Gross Margin, Revenue and Volume, Pricing, Portfolio management, SKU Rationalization and inventoryDeal desk deployment across SPS for $6.0 Billion business to reduce price exception approval time, improve Win ratio,profitability and pricing complianceCPQ tool deployment in HIS for quote approval moving from current excel based processOwn the development of the annual price plan. Developed a pipeline of price actions to support meeting annual targets. Track progress and effectiveness of the actionsDevelop and track key Project and Services pricing KPIs. Report out monthly pricing realization and develop contingency plans to improve price realizationDeveloped business analytics by using analytical tools(Tableau,Minitab, R and Pros) and business tools(HANA,SFDC,CPQ)

Worked closely with Global HR organisation by applying predictive analysis to become a strategic partner that relies on proven and data-driven predictive models, instead of relying on gut feeling and soft science.By using predictive analytics enabling HR to forecast the impact of people policies on the well-being, happiness and bottom line performance of employees.Worked closely with sales organisation to improve sales force effectiveness and efficiency by using data mining and machine-learning algorithms to identify your potential customers, track your leads and thereby come up with the most accurate prediction about their future course of action.Being a certified Lean Six Sigma Black belt, i also delivered Lean and Six Sigma Green Belt training across APAC , mentoring and certifying candidates and supporting deployment of Honeywell Operating system in manufacturing facilities and shared service centers.I had delivered more than 1000 man hours of training, mentored and certified ~100 Six Sigma projects across all functions, HOS Bronze certification for 5# manufacturing sites and 2# shared service centre resulting 2M USD cost benefits.Major projects Handled : P2P process optimization , O2C lead time reduction , IOS inventory reduction , staffing cycle time reduction, employee turnover analysis, reward program effectiveness analysis,Higher education assistance program policy optimization, bravo program optimization , University hire effectiveness and optimization , retention bonus program analysis , staffing cycle time prediction , employee Flight risk prediction , PER survey analysis , HR VOC analysis, Innovation program effectiveness , UCP program effectiveness , OEF analysis, sales productivity analysis , sales employee attrition analysis ,Visual Dashboard by using TABLEAU

In this role, i had supported 11 manufacturing sites , engineering,HR,sales, Customer & Product Support COE across APAC in delivering Six Sigma Training, mentoring candidates for their Lean/Six Sigma Green Belt certifications, conducted multiple Kaizen events and deployed Honeywell operating system. I had delivered 1000~ man-hours of Lean Six Sigma and DFSS training in India, South Asia and Pacific region , certified 150~ employees on Six Sigma Green Belt and DFSS resulting cost saving of 2MUSD. I also supported transition of order management process from developed markets to low cost regions, SIOP deployment at shared service centre.Worked with ADI global distribution business to streamline Order to cash process resulting in lead time reduction by 25% and IOS inventory reduction of 500k$.

Worked closely with India and global leadership team to drive GDP , X-matrix , KBM for India business & reporting business metrics to Headquarters. I helped vadodara manufacturing plant in lean transformation which lead to improvement in safety, quality, delivery, inventory and productivity. Conducted multiple Kaizen events by involving shop floor operators, managers and leadership team to improve Order to cash lead time, P2P process and customer satisfaction. I was actively involved in building value based pricing strategy.I also worked closely with commercial excellence organisation to define sales excellence road map for improving sales productivity.I was awarded with Xylem President award for building continuous improvement culture and Pin award for reducing packaging cost.I also completed Xylem Lean Six Sigma Black Belt and ASQ Black belt certification.

In this role I handled multiple production lines of HID lamps , manpower planning (300~ employees) and production planning. During this role i had increased productivity by 25% , reduction in customer complaints by 5000 ppm and material productivity improvement by development of alternate suppliers. I was actively involved in installation and commissioning of CFL lamp manufacturing unit, achieving ISO 9001 , 14001 and OHSAS 18000 certification.I had completed Six Sigma Green belt, Black Belt, ISO 9001,14001 ,OHSAS 18000, MOST application/auditor certification. I filed patent which helped in productivity and quality improvement of CFL wiping unit and also got best innovative idea CEO award.