Stephanie Rieser Globus, MS

Operating in over 130 countries with >27K employees and $5B in revenues, Vertiv enables the continuity of today’s and tomorrow’s vital applications through a portfolio of hardware, software, analytics, and services. As Director of Sales Data Analytics I lead the Sales Data, Reporting and Analytics department to improve the availability and value of information, using data to enhance performance of the sales organization and drive revenue & profit growth aligned with business strategy and goals.

Small positive steps lead to great success. I bring transformative change to both business and team through the power of data and analytics.

Led all three U.S. analytics teams totaling 25 with dotted line from 5 more, reporting to Executive Vice President. Partnered with executives to set and achieve $2B+ annual sales through data and analytics. Balanced performance and investment across enterprise-wide functions. Presented analytical findings to quantify value of impact of proposed initiatives frequently in the $50M+ range. Developed and managed high-performing, responsive teams. KEY ACHIEVEMENTS • REVENUE & PROFIT GROWTH | Generated $90M+ in annual incremental revenue through iterative modelling of demand, capacity, and impact of flying restrictions for new products in conjunction with monthly analyses driving fleet, sales, pricing, and crew planning decisions with intra-departmental and inter-departmental collaborative analyses. • SALES & MARKETING INTEGRATION | Coordinated analytics teams with marketing and sales to create branded dashboards containing curated metrics and visualizations for the sales team to self-serve from to provide vetted metrics to their customers. Identified market opportunities, competitive market, and recommended product and pricing through ad hoc analyses to strategically manage market and wallet share while addressing clients’ objectives (intentional growth strategy). • HIGH-PERFORMANCE TEAM BUILDING | Fostered highly engaged, accountable teams and developed leadership talent. 100% of current managers developed from individual contributors. Led through both full remote and return to office while maintaining engagement. o 2022 GLINT engagement survey scores averaged over 10% above company baseline for U.S.-based corporate departments. Strengths reflected include trust in leadership, respect for managers as a role model, leadership communication, team collaboration, and team recognition. o Fostered One-Team global analytics spirit through aligned priorities, metrics, and methodologies in active partnership with analytics director at NetJets, Europe.

Drove analytics support for multi-million dollar contract negotiation with union, collaborated tightly with IT for immediate and successful implementation of contract-driven changes, led development of new models to support decision making under new operating realities. KEY ACHIEVEMENTS (Continued from Director Section) • BUSINESS PROCESS IMPROVEMENT | Improved speed of delivery, reliability, and consistency/repeatability across team analytics and reporting output through automation and strategic creation of curated datasets and global business glossary in close collaboration with Data Governance and Data Engineering teams. Created a single global key service metrics dataset that resulted in 85% improvement in associated job runs. • TECH ADOPTION | Devised and implemented program to upskill teams away from $300K/year legacy software SAS into adoption of open-source Python, from legacy Oracle databases into Snowflake as part of planned analytics roadmap evolution. Established a fixed cadence of steps with 100% success rate required and met.

Founded the NetJets Center of Excellence for Visual Analytics, created and promoted SIRVE scoring methodology to drive best practices in Tableau dashboard development and inform user adoption

Demand Forecasting and Capacity Planning, re-designed forecast review methodology and implemented changes that drove annual accuracy of the 1-14 day demand forecast to over 95% for first time in company history.

Built descriptive margin model in SAS to evaluate accounts and drive the company towards margin-based decision making, recommended pricing for card, lease, and fractional products based on strategic objectives, successfully illustrated infeasibility of profitable interchange with non-fractional sister companies.

Academic intensity and an appreciation for whimsy and creativity are hallmarks of a Reed education. I bring a very Reedie approach to leading analytics teams by encouraging my analysts to be playful in our work, to actively enjoy the challenges we face, and to celebrate our small victories as they come.