Steven Pinchuk

**** ******* *****

Wellington, FL 33414

This document has five pages:

• Page 1, a cover letter that gives a narrative overview of my CV/background

• Pages 2 – 4, is my CV

• Page 5 is an example of my “thinking outside the box. An introduction to my new Digital Optum3 concept to optimize every Digital Customer Action/Interaction. This first page is my cover letter, which ties together the many diverse threads in my CV, which is on pates 2 - 4. Page 5, introduces my new Digital thought leadership approach, which simultaneously optimizes both corporate profits and each customer’s lifetime value. I have 15+ years of experience as an Executive leading and combining Revenue Management and Marketing in the travel industry, including vacation rental, hotels, casino resorts and cruise lines. My unique background has given me the broad perspectives of an orchestra conductor, versus the narrower focus of a first chair violinist. Both are important on a team. I can be a collaborative thought leader, or support projects, across many traditionally siloed disciplines. For 5+ years I was IBM’s cross industry Worldwide Lead for Customer Intelligence and Revenue Management/Pricing (RMP) in their Advanced Analytics Center of Competence. IBM awarded me their top certification level of “Thought Leader” in “Advanced Analytics and Optimization” for my ability to optimize the use of Data and Analytics to create and drive thought leadership. I am a data-driven cross discipline and cross industry analytical thought leader. I have succeeded as both a cross industry global external Consulting Lead, in both B2C and B2B, for top management consulting companies (IBM, SAS, SABRE, etc.), and as a hands-on internal corporate Executive for multi-billion-dollar companies. My background includes many skills, for both B2C and B2B, including Digital, Marketing, CX, Transformation, Strategy, Implementation, Change Management, Project and Program Management and Operations. I have led and integrated many disciplines, including CRM, Loyalty, Design, Data, RMP, Omni-channel, Personalization, IT, and Customer Analytics across many industries. As an external consultant, I led project teams, product development and strategies in industries including Finance, Retail, CPG, Travel, Hospitality, Insurance, Telecom, Health, Pharma, Transport, Energy, and others. In addition to consulting, I have also been an internal Corporate Executive leading these same skills and disciplines as departments inside major global companies. This unusually broad experience gives me many unique perspectives to apply to my work. I was an Economics Advisor to a Sr US Senator who ran for President and then had a Top-Secret clearance working on Thought Leadership projects that were 5-to-50-years in the future for Defense, Intelligence, and NASA, including Command, Control, Communications, and Intelligence (C3I) systems. As an Executive in the world’s largest casinos, cruise lines and tour operators in the US, Europe and Asia I managed RM/Marketing and used RM and its analytics to lead and direct Digital and Marketing actions across many products and operations. In between my hands-on internal Executive roles, I was a consultant with IBM, SAS and SABRE applying scoping and implementing new Digital and RMP applications across many industries globally. These are all individual threads that have woven together to create my unique thought leadership ideas and perspectives, including customer centric and Digital strategies. This link leads to an Adobe Cloud pdf where you can view my presentations, customer journey maps, Patent Applications, Conferences I have moderated, articles I have written, a link to a YouTube Channel on Customer Centric Strategies with narrated PowerPoints and my certifications, skills, and references.

My passion is creating Thought Leadership in using Data and Analytics in new strategies that optimize both Customer Experience (CX), Customer Lifetime Value and strategic profits. This is a new Strategic Digital Transformation. I have created a new Strategic approach, with new strategic goals, strategies, and processes. to simultaneously optimize companywide profits and the lifetime value of every customer. This new strategic approach is called Digital Optumum3. Page 2 is an introduction to Digital Optumum3.

My background, and the different perspectives I can apply in my work, allows me to lead or be a part of a team. I hope to have the opportunity to discuss how I can add value to your team. Sincerely,

Steven Pinchuk

9249 Delemar Court

Wellington, FL 33414

407-***-****

LinkedIn Profile

MULTI- DISCIPLINE GLO BAL CRO SS INDUSTRY EXECUTIV E https://www.linkedin.com/in/stevepinchuk/

+1-407-***-****

adt5ox@r.postjobfree.com

Wellington, United States

My experience is global, cross industry, and multi-discipline, including creating and implementing Digital Customer Centric Strategies (DCCS). DCCS contains Digital Marketing/MarTech, with Revenue Management/Pricing (RMP) and Customer Success. These disciplines are in separate silos in most companies. My unique background is from working as both a cross industry Digital Executive inside global companies and as a global cross industry management consultant for top management consulting companies. I was a Product/Program Director as a Consultant and as an Executive. My global clients included, but were not limited to, Retail, CPG, Finance, Insurance, Telecom, Hospitality, Travel/Transportation, Life Sciences, Pharmaceutical, Energy, Oil & Gas. This gave me the broader perspectives of an orchestra conductor versus the narrower focus of a first chair violinist. I can be either, a collaborative thought leader or a member of project teams, across many disciplines and departments. Here is an Adobe cloud link to my presentations, articles, conferences chaired, patent applications, and YouTube Channel,

“Customer Centric Strategies,” which has narrated PowerPoints that explains and gives examples of DCCS’s new ideas and goals. The presentations also show my broad background, and skills, that can assist in defining and implementing DCCS strategies today. We can adapt existing resources to the new DCCS goals, while building the products needed to systematize DCCS and RMP. We can use new digital tools to strive for new holistic DCCS goals, and not just make pre-Digital goals better. 2020 – Present Wellington, FL United States

Consulting company that I founded over 20 years ago and use for consulting work in both DCCS and RMP. Incorporated for over 20 years and used for consulting projects in-between permanent positions. 2019 – 2020 Hong Kong, Hong Kong

Reported to CFO. After experiencing gaming Analytics issues with data availability and quality, I was asked to lead team to define and build an Enterprise Data product/project initiative. Led Galaxy’s third attempt to create an Enterprise database. Redesigned approach and software selections. Received approval for new approach & began implementing. This sharpened my understanding of data management, data governance and data usage. 2018 – 2019 Macao, Macao

Reported to Director of Operations. Achieved 2019 “win per unit per day’ goals for both table and electronics gaming products despite market disruptions from Covid and Chinese immigration. Responsible for all gaming products and RMP at the world’s largest casino resort with gaming revenues greater than all of Las Vegas. Led a multifaceted team that helped manage marketing and handled all data, Analytics, and decisions for pricing, availability and demand generated actions for Table Games and Electronic Gaming. Led all new gaming innovation product technologies, and all gaming submissions, floor plans and layouts to the Macau gaming authorities. Applied and combined data driven advanced RMP, marketing, and operations for tactical/strategic decisions. Left to build more robust database needed to support Analytics. 2012 – 2018 Palm Beach, FL United States

Reported to Global VP Advanced Analytics. I was a member of the Global cross industry Advanced Analytics Center of Competence as IBM’s Worldwide Lead for Customer Intelligence and RMP. Led global Digital and Analytics projects, across industries, for leading companies in both B2C and B2B, including Finance, Retail, Insurance, Telecom, CPG, Health, and Travel clients. Product Director for IBM personalization and customer analytics products including Next Best Action. Achieved several required IBM Data & Analytics certifications. Enhanced and integrated big data into Systems, Analytics, Link to examples of my work on Adobe Cloud

Marketing, Digital, Personalization, Loyalty, CRM, RMP. Integrated these disciplines to share goals & increase profit. Certified as dual role IBM “Thought Leader” in “Strategy – Advanced Analytics/Optimization” & “Travel/Transportation Industry Insights.” Patents for Analytically driven Digital Marketing, Personalization & Pricing. 2011 – 2012 Macao, Macao

Reported to COO. Led teams applying Digital, Customer Analytics, Enterprise Marketing, CRM, Loyalty, RM & Distribution. Directed Marketing impacting both gamers & hotel rooms. Built CRM database, then segmented customers & assured updated profiles. Implemented customer centric RM system based on new customer behavioral demand models. Automated live 2-way distribution/channel mgt. Increased revenues to second level bonus goals. 2009 – 2010 Orlando, FL United States

Reported to COO. Hired to make this $1b+ timeshare resort company a hotel company. Led Hotel Marketing, Digital, Sales, Distribution, CRM, Loyalty, RM, pricing & internet teams working with operations & hotel managers. Increased YOY sales 20% in 7 months. Implemented new policies. Mortgage crisis severely restricted operating cash flow and banks took partial control.

2007 – 2009 Boynton Beach, FL United States

Reported to CMO. $2b/year leader in advanced Analytics software. SAS was a part of the initial Big Data movement. I built/led new Analytics team creating “big data driven systems applying SAS Analytics to Marketing, Digital, Analytics, CRM, Loyalty, Distribution, Operations, RM, & Pricing across industries in both B2C and B2B. Product Director for several SAS marketing and pricing products. Bought & integrated IDEAS RM company into SAS. 2002 – 2007 Las Vegas, NV United States

Reported to CMO. Helped aggregate and structure customer data and lead products and projects for Harrahs unique Total Rewards Loyalty Program, CRM & Loyalty Marketing (noted in WSJ and Harvard Business Review). Same store REVPAR increased 60% in 5 years at Harrahs. REVPAR at Caesars & Horseshoe increased double digits when I integrated them into Harrahs Analytics systems. Led hotel Marketing (Digital), RM, Distribution, Pricing, Analytics for $10b+ casino/hotel Company with 40 properties. Led team that built first Customer Centric RM, and Analytics for F&B and Operations. Implemented new RM across 40 properties. Trained RM & non-RM staff on RM. Managed 40 Property RM & Analytics teams. Frequent property visits to review & lead Analytics for RM & Marketing (Digital). Used analysis to change Operations/Marketing/Pricing. Integrated RM/Marketing/CRM to target the same tactical / strategic goals. When Harrahs bought Caesars Entertainment I led the first team sent in to integrate these new companies into Harrahs systems & Analytics products and approaches. Built and directed new product for 2-way Electronic Distribution System. Education

Leading Strategic Growth & Change, Executive Certificate Executive Program & evaluation required by Harrahs for promotion to VP. New York, NY

Denver, CO

Executive MBA

Attended while working and traveling full time for Martin Marietta Aerospace on top Secret Intelligence and Defense projects Waltham, MA

Political Science and Economics, B.A.

In a Senior year Political Science class, I interned for a US Congressman. After graduation, I joined his staff. Andover, MA

Prep School. Graduated with College Sophomore standing Certifications

• IBM “Thought Leader” in “Strategy - Advanced Analytics and Optimization"

• IBM "Thought Leader" in “Travel & Transportation Insights and Solutions”

• Numerous IBM courses and certification in: Big Data, Analytics, Cloud

• Numerous Salesforce and Pega Systems certifications

• Embrace the Cloud with Confidence

• Product Management: Building a Product Roadmap

• Digital Marketing Foundations

• Google Ads Essential Training

• Lean Six Sigma Foundations

• Journey Mapping: Case Study in Action

Accomplishments / Details

Successes

• Thought leadership presentations, patents and YouTube Channel are available on the Adobe Cloud via this link

• Exceeded bonus goals eight years as Executive inside companies by combining disciplines and departments

• Product/Project Manager for solutions as both an Executive inside companies and a cross industry global consultant

• Built first of a kind products, as both a corporate executive and as a consultant. Defined, developed, implemented, managed, and sold products.

• Owned and managed daily use of many of these products after I conceived and built them. Peer Recognition

• Selected as IBM’s Worldwide Lead Customer Intelligence (Digital) and Revenue Management, across all industries, in IBM’s Global Advanced Analytics Center of Competence. Over five years of broad IBM cross industry global Digital and Analytics experience.

• IBM Certified “Thought Leader” in “Strategy – Adv. Analytics/Optimization” and “Travel/Transportation Industry Insights.”

• Numerous IBM certifications for Big Data and Advanced Analytics as an IBM Global Business Services Executive

• Selected as Founding Member of Editorial Review Board for international Journal of Revenue & Pricing Management (world’s top publication for RMP) with Professors from MIT, Cornell, etc. Journal of Revenue and Pricing Management palgrave

• Chosen as 1 of 8 members of Cornell University Hotel School’s RM Analytics Advisory Board in both U.S. & Singapore.

• Chaired 25+ conferences on RMP, DCCS, CRM/Loyalty, marketing, and distribution. Largest conferences in US & Europe.

• Asked by American Management Association to write and present RM/Marketing course across the US. Experience in all these areas, lets me integrate and optimize interactions across these disciplines/departments.

• RMP, Marketing, Digital, MarTech, Analytics, Program / Product Management., CRM, Loyalty, Data, Operations, Data, and IT

• Global internal Executive / External Consulting • Customer Experience / Next Best Action / Personalization

• Product Management / Project Management

• Marketing / Marketing Strategies / DCCS / Digital / MarTech

• Economics / Revenue Management / Pricing

• Customer Analytics / Customer Interactions / CRM / Loyalty

• Enterprise Analytics Culture / Optimization

• Systems Integration / IT / Data Management

Unique global, cross discipline, multi-industry, internal and external expertise:

• 10+ years in top global management and technology consulting companies

• 15+ years as Executive in large companies managing and integrating departments, building, and managing products.

• Worked in 30+ countries and lived in France, China, Australia, and Germany. Skills

Analytics Brand Loyalty Building Customer Relations Business Analysis Business Development Business Strategy Business-to-business Casino Gaming Change Management Channel Management Cloud Applications Customer Relationship Management CRM software Customer Acquisition Customer Analysis Customer Experience Management Customer Insight Customer-Interaction Customer Journey Mapping Customer Loyalty Customer Relations Customer Relationship Management Customer Retention Customer Service Data analysis Database Marketing Design Elements and Principles Design Thinking Digital Digital Marketing Digital Media Digital Strategy E-Commerce Economics Electronic Gaming Enterprise Analytics Executive Management Forecasting Gaming Google Ads Integrated Marketing Leadership Loyalty Marketing Loyalty Program Market Analysis Market Design Marketing Marketing Analytics Marketing Channel Management Marketing Communications Marketing Management Marketing Strategy Marketing Support MarTech Media Multichannel Marketing New Product Development Personalization Predictive Analytics Pricing Pricing Analysis Pricing Policy Pricing Strategies Pricing Strategy Product Analysis Product Development Product Management Product Marketing Product Road Mapping Program Management Project Analysis Project Development Project Management Project Marketing Revenue Analysis Revenue Management Segmentation Strategic Insights Strategic Management Strategic Planning Strategy Table Games Team Leadership Thought Leadership User Experience Design Yield Management Digital Optumum3 (DO3)

This is an example of “thinking outside the box.” This is an introduction to a new approach, using Digital Customer Centric Strategies (DCCS), to optimize every customer’s lifetime value and therefore optimize strategic company profits. The strategy and implementation of DCCS is explained in narrated PowerPoints on my YouTube Channel - “Customer Centric Strategies.” DCCS can be used as the core of a new approach to optimizing strategic company profits called Digital Optumum3 (DO3). DO3 has “3” Optimization goals, each goal is supported by new strategies, and each strategy is enabled by new Digital processes. DO3 optimizes - 1) each individual customer’s experience in every customer touchpoint, which 2) optimizes each customer’s lifetime value, and 3) results in optimizing strategic company profits. The number given above to a DO3 goal does not denote its importance, the number denotes the order in which that DO3 goal should be optimized. If my thoughts interest you, or you do not agree, please view my YouTube Channel for supporting details. This introduction to DO3 will present DO3’s goals, and the strategies needed to support the goals. There are many processes that enable DO3’s strategies. It is beyond the scope of this introduction to explain them. Some of the processes that enable the strategies that optimize the 3 goals are patentable. However, just explaining DO3’s goals, and their supporting strategies, will show the fundamental difference in DO3 and the Digital goals and strategies companies routinely use to act/interact with customers today. DO3 applies to any industry with customers, whether B2C or B2B. DO3 can be implemented in phases merging with existing goals, strategies, and processes. Once companies understand DO3, they can migrate towards it. DO3 does not have to be implemented as a “big bang.”

Customers are the most valuable asset in a company. If we optimize goal #1, every individual customer’s experiences, this will optimize #2, the lifetime value of every customer. This the only way to optimize goal

#3, a company’s strategic profits. Companies cannot be more profitable than getting as much profit from each customer as possible. DO3 optimizes every action/interaction with every customer, building a mutually nurturing relationship, and that optimizes that customer’s lifetime value. Succeeding in DO3’s first two goals, will result in the optimization of the third and most important goal – optimizing strategic company profits. This is the “golden trifecta” for companies. Not only will existing customers increase their lifetime values when companies create real and nurturing mutual relationships with them, people who are not currently customers will learn how well the company nurtures its customers and they will want to become customers. Some companies may claim they are already doing this. However, in my experience, today, most company strategies for customer actions/interactions target customers’ tactical value and not their individual lifetime value. Probably because corporate cultures are focused on nearer term measurable tactical results, and most companies are not sure how to measure an action/interaction’s impact on each of their customer’s lifetime value. Few companies use customer lifecycles in their descriptive, predictive, or prescriptive customer analytics. Therefore, companies cannot measure impacts on each customer’s lifetime value. This does not mean that this should not be their long-term goal. Today most companies tactically target customers for short term “conversion or sales.” There is no systematic and formal companywide process today to assure that each action/interaction from the company with each customer is formally and systematically using everything we know and can predict about that customer to assure that every action/interaction is optimizing that customer’s lifetime value. DO3 creates a new procedure called “Cognitive Customer Centric Interactions”

(C3I). C3I enables the strategies and processes for analyzing every customer action/interaction to assure it is the optimal way to optimize that customer’s lifetime value at that time in that action/interaction. C3I is a complex real time analytics system that is a formal and systematic way to assure every customer centric action/interaction leverages everything known about that customer at that moment when deciding what action/interaction should be taken to optimize each customer’s lifetime value. Customers want to be nurtured and build 1-to-1 interactive long-term nurturing relationships with companies. Customers want companies to act/interact with them every time as a nurturing friend who knows them. Customers will embrace a mutually nurturing relationship. Customers do not want to be a tactical target for a company’s one-way actions that show the company does not value and use the information the company already has about what that customer wants at that time. Customers do not want spam that does not apply to them, particularly if the company has enough of their individual customer information and should know them better and not send that “spam” to them. Many companies current marketing and analytically driven processes sometimes use actions based on segments, when the company knows enough about that customer to use more personalized micro-segment level, or persona level or even individual level analytics and actions. Customers are flooded with emails, texts, and calls. Once a customer feels a company’s actions shows the company does not care enough to use all the information, the customer has shared with them, to interact and nurture their relationship with the company as personally as possible, the customer may ignore the company and may never let the company back into a relationship with them. Companies have used new “Digital technologies” to pursue pre-Digital goals, strategies, and processes. Companies should use new Digital technologies to think out of the box, create new Digital goals, supported by new Digital strategies, and enabled by new Digital processes. The CIO of a Fortune 50 company called DO3 the most holistic approach to Digital he had ever seen. DO3 is the next generation of Digital. Leveraging the power of Digital (Analytics/AI/ML/Big Data) to seek new goals, targeted using new strategies and enabled by new processes.

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