Integration engineer Jobs in Plano, TX

Vice President, Value Capture & Vertical Integration

The Vice President, Value Capture & Vertical Integration will own the enterprise pricing technology roadmap, lead the enterprise pricing platform implementation, stand up the enterprise Deal Desk and the Pricing Science & Analytics capability, and drive the integration of enterprise pricing into each business vertical.

This role is where pricing strategy becomes a durable, systematized capability. The VP is accountable for the platform, the analytics, and the governance machinery that convert pricing intent into realized margin and for the vertical integration plans that land those capabilities inside Building Products, Heritage (Pool and Landscape), GMS, and Mingledorff's without disrupting commercial momentum or business-unit ownership of customer relationships.

This is an unusual opportunity to build a modern pricing capability from the ground up, with executive sponsorship and a clear mandate. The successful candidate will bring the technical depth to lead a complex enterprise implementation, the leadership to attract and develop quantitative talent, and the commercial instincts to design governance that field teams genuinely want to use. Technical fluency matters here and so does the ability to translate it into practical, field-ready process.

Reporting Relationship

Reports to: SVP, Enterprise Strategic Pricing

Direct reports may include:

• Senior Director, Deal Desk & Quote Governance
• Senior Director, Pricing Technology & Analytics
• Director, Pricing Science (optimization, elasticity, segmentation)
• Pricing platform product owner / solution architect
• Vertical integration leads supporting Building Products, Heritage, GMS, and Mingledorff's

Key partners:

• VP, Pricing Operations & Governance
• Business Presidents and vertical commercial leaders
• CIO, Enterprise IT, ERP, and Data Platform teams
• Director, Cost, Rebates & Margin Integrity
• Finance / FP&A
• National Accounts
• Implementation partners and pricing technology vendors

Key Responsibilities

1. Pricing Technology Roadmap

• Own the multi-year enterprise pricing technology roadmap, including sequencing, funding, and capability milestones across price setting, price optimization, quote governance, and CPQ.
• Set the target-state architecture for pricing: source systems, data foundation, price books, rules engine, optimization layer, quoting, and downstream ERP execution.
• Establish the build/buy/configure posture and make architecture trade-off decisions in close partnership with the CIO and enterprise data teams, who share ownership of margin outcomes.
• Maintain a clear business case for every roadmap element, with EBITDA impact, sequencing rationale, and dependency mapping.
• Manage vendor and implementation partner relationships, including scope, commercials, delivery quality, and escalation.

2. Pricing Platform Implementation

• Serve as the accountable executive for the enterprise pricing platform implementation end to end delivery, adoption, and realized value. SRS has selected Pricefx as its pricing platform, and the program is funded and underway.
• Own the workstream structure and delivery cadence: Data Foundation & Analytics, Price Setting & Price Books, Price Optimization, Quote & Override Governance, CPQ, and Branch Rollout & Hypercare.
• Lead the phased release plan, delivering Price Optimization to production and subsequently CPQ.
• Own configuration decisions on price book architecture, geographic price book structure, customer profiles and segments, guardrails, approval hierarchies, and override logic.
• Own the data foundation: transaction, cost, rebate, freight, and customer master inputs; data quality standards; and the pricing data catalog.
• Own hypercare, defect triage, release management, and post-go-live enhancement prioritization.
• Report implementation status, risk, and value realization to the executive steering committee.

3. Vertical Integration

• Build and own the integration plan for each business vertical Building Products, Heritage (Pool and Landscape), GMS, and Mingledorff's recognizing that each has different systems, customer mix, product economics, and pricing maturity.
• Define what "center-led" means in practice for each vertical: which decisions are enterprise, which are vertical, and which are branch.
• Sequence vertical onboarding onto the enterprise pricing platform based on readiness, data quality, margin opportunity, and leadership sponsorship.
• Design and negotiate the operating interfaces between the enterprise pricing organization and each vertical's commercial, finance, and IT leadership.
• Preserve business-unit ownership of customer relationships and day-to-day quoting while establishing enterprise standards for segmentation, guardrails, and exception handling.
• Serve as the senior partner to vertical leadership when enterprise standards and local commercial realities need to be reconciled, finding solutions that work for both.

4. Deal Desk

• Stand up the enterprise Deal Desk from concept through steady-state operation: charter, staffing model, service levels, thresholds, decision rights, and escalation paths.
• Define approval authority for below-floor requests, strategic account exceptions, job and project pricing, freight exceptions, multi-branch agreements, and long-term pricing commitments.
• Position the Deal Desk as a value-added partner that helps structure deals to improve economics, rather than simply approving or denying them.
• Build the workflow, tooling, and documentation standards so that every material exception is captured, timed, reasoned, and measurable.
• Establish responsive turnaround-time commitments so that engaging the Deal Desk is the easiest path for the field.
• Create feedback loops from override and exception patterns back into price book and guardrail design.

5. Pricing Science & Analytics

• Build the pricing science capability: elasticity estimation, willingness-to-pay modeling, customer and transaction segmentation, price-response testing, and optimization methodology.
• Bring clarity to the distinction between demand-based optimization and market price-following, and help stakeholders understand which method is being applied where and why.
• Own the enterprise pricing analytics stack, including price realization, waterfall, leakage, override, cost pass-through, and freight recovery reporting.
• Design and run pricing experiments and controlled rollouts, with clear hypotheses and thoughtful review of results.
• Recruit, develop, and retain quantitative talent data scientists, pricing analysts, and BI engineers and establish the standards that make their work trusted across the enterprise.
• Translate model output into commercially sound recommendations that a branch manager can confidently explain to a customer.

6. Value Capture and Performance

• Own the enterprise value capture agenda: quantify the opportunity, build the initiative portfolio, and track realized versus modeled impact with rigor.
• Partner with Finance to establish a single, agreed methodology for measuring price realization and margin improvement.
• Maintain the executive-level pricing performance review, including gross margin rate and dollar performance by vertical.
• Ensure that projected benefits from technology, governance, and analytics investments are traced to the P&L and reported transparently.
• Identify recurring leakage patterns and convert them into structural fixes price book, guardrail, or system changes that solve the issue at its source.

7. Change Leadership and Field Adoption

• Own change management for pricing technology adoption across roughly 450 branches and four verticals.
• Build the training, playbook, and communication architecture that makes new pricing capability genuinely usable for the people who rely on it.
• Instrument adoption: measure usage, identify friction, and continuously simplify.
• Partner closely with the VP, Pricing Operations & Governance to ensure that what is built centrally works well in the field.

Success Measures

Delivery

• Price Optimization and CPQ delivered to production against the agreed release plan
• Vertical integration milestones met by business unit
• Deal Desk operational with published SLAs and measured turnaround time
• Pricing Science & Analytics team staffed and producing decision-grade output

Financial

• Price realization improvement
• Gross margin rate and gross margin dollar improvement
• Margin leakage reduction versus baseline
• Realized versus modeled value capture on funded initiatives
• Cost pass-through and freight recovery performance

Capability

• Adoption of pricing tools by branch and vertical
• Reduction in below-floor and out-of-guardrail transactions