Alexander Adams

Spearheads the global pricing organization, crafting go-to-market strategies for new product offerings and refining sales strategies to bolster revenue management and market penetration

• Identified $20M in pricing opportunities within $300M book of business, established the organization's first formal price list structure, and revitalized the pricing governance framework to effectively prevent profit leakage.
• Pricing and go-to-market specialist for the product development teams for three software products and four major new manufactured product offerings. Conducts market, customer, and competitive research to create Voice-of-Customer analysis and marketing strategy.
• Serves as the Product Manager for the development and commercialization of a pioneering Supervisory Control and Data Acquisition (SCADA) product, with a projected capture of $10M in incremental revenue
• Engineered a groundbreaking pricing dashboard that consolidated sales data from four distinct ERP systems, providing the company with unprecedented visibility into pricing's impact on revenue and margins for the first time in its 100-year history
• Leads cross-functional teams to develop new commercialization models including capital leasing programs, rebate for performance programs, and new service plan offerings.

Led a team of 2 senior pricing analysts for the Strategy and Execution arm of the Strategic Pricing organization for all electrophysiology (EP) products, a $1 billion dollar enterprise

• Achieved $8MM in margin improvement over 12 month tenure through the execution of a new discount methodology and price list management system developed from the ground up
• Developed global program for pricing excellence - performed consultations across business units, geographies, and countries on how to develop effective pricing and marketing strategies that maximize profitability and growth while improving customer experience
• Led continuous improvement projects that improved efficiency of pricing, negotiation, and contract development by 20% on average
• Partnered with cross-functional stakeholders from Product Management, Marketing, Finance, and Sales teams to establish product roadmap for key segments and influenced business unit strategy in preparation for successful commercialization
• Executed complex contract negotiations and strategies in collaboration with sales team executive leadership for multi-year, multi-million dollar contracts with some of the largest healthcare providers & GPOs in the U.S.. Successfully tackled difficult issues such as quarterly/annual revenue or market share commitments, contract terms, and claw back provisions.

First team member of the newly established Strategic Pricing & Commercial Excellence organization. Responsible for leading end-to-end pricing process for new and existing products by conducting in-depth Price-Volume-Mix (PVM) and competitive market analysis for senior business unit leaders

• Internal consultant to marketing, research, finance, sales, and other related departments on pricing, business strategy, and market development activities
• Crafted a groundbreaking new pricing strategy for company's complete disposable medical device product portfolio - standardizing price negotiations utilizing objective customer performance metrics as benchmarks
• Developed strategic roadmap towards achieving $10M in incremental margin over a 2 year timeframe - achieved $8M in the first year of execution
• Created and maintained a standardized contract renewal process for the EP business unit that streamlined the price setting process while also increasing transparency with sales and our customers
• Provided visibility to senior sales leadership on contracting process and pricing effectiveness within their regions utilizing business intelligence tools (Power BI, Tableau, R Studio, etc), allowing them to action opportunities quickly and efficiently

Provided financial, business and consultative support to Field Sales Organization throughout the south and central U.S for over 2,000 accounts

• Led formulation and negotiation of contracts for capital equipment while working cross-functionally with legal, finance, and senior leadership
• Conducted financial analysis, negotiated, and wrote over 1,500 capital acquisition contracts - representing 50.2% of all electrophysiology capital contracts offered across the U.S in 2021
• Refined team's financial analytical tools resulting in greater efficiency, reduction of errors, and better capacity to share analysis with decision makers
• Selected to present during Regional Sales Meeting on capital acquisition programs and strategies - the first time a member of team was requested to present.

Headed full scope of daily operations for production team of 190, including directing all production output, training, and project management

• Collaborated across technical, operations, and supply chain teams to introduced new initiatives, leveraging lean manufacturing techniques and variance analysis, that streamlined production for 100+ different products and improved department P&L. Led to the two highest producing months in the past two years
• Piloted data aggregation, and subsequent efficiency improvement strategies utilizing the data, that reduced overhead by 10% and increased equipment efficiency by 13%
• Modeled financial justification for addition of new leadership that led to onboarding new shift supervisors throughout the plant. Increased leadership footprint enabled increased efficiency and recouped labor costs within four months. Secured $330K+ YOY increase in production output.

Led in various roles including Platoon Leader, Executive Officer, and most recently as the Task Force Logistics Officer - managing teams from 10 to 95 individuals.

• Mobilized logistic and sustainment operations for two battalions comprised of 400 individuals. Directed 15-person supply team across 11 units with property valuation of $630M+. Led planning and execution of $10M annual budget
• Orchestrated execution of equipment inventory and shortage fulfillment initiative that led Task Force to achieve 100% equipment fulfillment four months ahead of projections. Developed the Standard Operating Procedure (SOP) for the initiative that was adopted across the Division
• Selected as second-in-command for Reconnaissance Calvary Troup of 95. Guided troop management of administration, maintenance, and combat readiness operations for equipment valued at $58M+. Aligned logistical requirements and directed execution of $150K annual budget to improve operations and enhance readiness
• Initiated Troop maintenance program for $58M in equipment. Resulted in expedited repair operations, enhanced 200+ items, and increased readiness of equipment by 20% and vehicles by 40%.