• Developed vertical from scratch - onboarded 8 team members globally, created 3 year roadmap, owned budget of $2M+/year
• Partnered with business and data & analytics leads to identify analytics projects – led Steering Committees, held RfPs, etc.
• Contributed to $16M+ in margin via 15 projects focusing on profit pool & net pricing, D-Com, portfolio health & innovation
• Represented Data & Analytics team to regional and global senior management at Mars and external partners

• Increased profitability of team by 15% via realigned capacity, focusing on highest value-add and long-term engagements
• Improved execution as measured by consultant satisfaction (+16%): pursued change management via workshops and 1:1s
• Raised capacity by 40% (to 14 analysts) through alignment with stakeholders on resources; recruited and onboarded new analysts
• Increased IP development by 300% (including developing microsite) by focusing on executing SMART goals, stakeholder alignment

• Saved RELX $15mn/year by introducing new sales operations process for large law sales team of 120; partnered with Head of Sales and Sales Managers to hold regular checkpoints in renewals to flag retention risks and identify solutions
• Overhauled pricing strategy by serving as project manager on $1.1mn consulting engagement and leading Steering Committees
• Increased visibility of large law priorities within LexisNexis by leading quarterly meetings with CEO ($2bn business) and C-suite

primary clients: Gartner, Naspers, Rocket Internet
• Increased retention by 15% ($450K saved/year) by creating predictive model to flag retention risk in B2B sales process
• Developed business cases to determine profit potential and pricing strategy (e.g., real estate classifieds)
• Increased retention by 10% via new loyalty program and overhaul of client segmentation strategy ($250mn online business)
• Served as interim Head of Direct Marketing (25% of company sales, 10 direct reports) and Interim GM of Uzbekistan classifieds

• Recommended to CEO to save $30mn in CAPEX by not investing in planned business line and doubling down on profitable businesses; evaluated market potential, developed business cases and NPV analysis, led Steering Committees in front of C-suite
• Recommended strategy to increase bottle returns for global brewer by interviewing channel participants, creating business model
• Provided strategies for foreign tire and car parts manufacturers to improve market share in Russia – interviewed key stakeholders, analyzed firms’ capabilities and competition, developed financial models to recommend possible scenarios
• Evaluated investment opportunities for PE firm and conducted due diligence for German auto maker on potential acquisition