Rachel Thompson

Leading Vertiv's company-wide strategic planning, deployment, and execution processes that align the business direction with market opportunities and customer needs. - Building the bridge between a theoretical idea and a present reality – bring the business vision to life with strategic plans and business operational heartbeat rhythm - Honing the information engine to fuel strategic planning, M&A pipeline and data driven decisions - Driving Marketing functional strategy, positioning, growth path enablement, and communications

Enabling Vertiv's strategic planning, deployment, and execution processes; forging working relationships and synergies across the organization; establishing partnership, transparency and accountability with leaders and teams executing strategy.

Led and executed strategic programs to support the company’s top initiatives - Region SIOP (Sales, Inventory, Operational Planning) transformation program.

Led the development of worldwide strategic plans, determining and creating the appropriate tracking metrics, creating and fostering the M&A funnel and providing strategic program leadership. - Led the creation, implementation and completion of Vertiv’s company-wide strategic planning process that established the top-level strategic map, objectives, key actions and measurements; Accomplished by forming and partnering with a strategy work-steam leader team of indirect cross-functional members within a matrix global organization, facilitating sessions with senior and executive leadership, utilizing Hoshin X-matrix and annual refresh techniques. - Organic and inorganic growth enablement: Partnered with Businesses and Finance to establish organic growth initiative investment proposals and selection with Executive Leadership. Identified, with actionable insights, adjacencies to fuel the M&A pipeline, prioritization and subsequent acquisition - Led Vertiv materials creation and internal due diligence within the Goldman Sachs Acquisition Holding (SPAC) business combination to transition company from privately held to public on NYSE. - Directed corporate cadence by leading the development of Board of Directors materials with the Executive Chairman, CEO and Executive leadership, and performance management drumbeat refinement to ensure visibility to monitor progress towards annual and strategic goals.

Promoted to VP within Jacobsen business integration into TSV. Oversaw all profitability and performance of the business unit – P&L ownership, capital and budget expense management. Led establishing and executing strategy, new product development, existing product life-cycle, channel development, global sales, service parts, marketing, and talent development. Member of Senior Leadership team reporting to the President and CEO within matrix organization.

Created and drove long term product strategy for Jacobsen’s global turf product portfolio and brands. Managed key product financial performance indicators. Developed and directed product management team in product portfolio management, voice of customer, and cross-functionally teamwork to ensure successful new product development programs and go-to-market. Led Jacobsen’s global strategy - M&A identification, annual corporate strategic business reviews.

Managed the strategic direction and day-to-day operations of Jacobsen’s in-house innovation center resulting in innovative products and services to fulfill customer unmet needs. Tracked emerging technologies, industry trends, customer pain points. Engage with customers, academic institutions and researchers. Developed direct reports through stretch assignments and couching.

Managed and drove product category life-cycle and growth – developed and deployed global long-range strategic product roadmaps for assigned product categories. Identified, defined with VOC and led new development projects to position products competitively while meeting multiple segment and regional requirements. Served as product spokesperson, and managed product launch campaigns, competitive comparisons, training, and media product placements.

Formerly Ingersoll Rand Utility Equipment (Divested) Provided strategic direction for Lighting Systems and Compaction product categories. Led and facilitated global business unit strategic Long-Range Planning cycle with colleagues in USA, Belgium, Korea, and China. Managed product Profit and Loss financials for Americas by establishing and monitoring pricing for each channel and region, and by managing SIOP (forecast and finished goods inventory). Directed and developed marketing activities for product category, including voice of customer. Managed OEM agreement and worked with sales to implement product channel strategy.

Facilitated development of a multi-channel, multi-brand strategy and value proposition. Managed process for new dealer announcements, annual contracts, and start-up training. Facilitated sector strategic Long-Range Planning process and presentation development.

Leadership Development Program (LDP) – Ingersoll Rand’s enterprise-wide program designed to shape future leaders by providing a diverse experience in multiple business units, geographies, and functions. Third LDP Rotation: Managed communication to dealer network of new Attachments business unit formation, facilitated employee transitions, led warehouse relocation and initial systems set-up.

Second LDP Rotation: Strategic Trade Show Project and Event Manager that led the Core and Extended Planning Teams, managed show budget of $1M+, sales lead capture process, exhibit layout, and booth staffing. Developed and implemented a streamlined process for strategic trade shows management.

First LDP Rotation: Supervised hourly employees within the Lean Department, managed hiring and outplacement activity. Project Manager - Roof Top assembly line rebalance-redesign. Facilitated Accelerated Change Processes events, time studies, Kanban parts, standardized work definitions and training, and implemented pull assembly methodology.