Director, Revenue Growth Management

Director, Revenue Growth Management (RGM)  

Role Overview 

Masco Corporation is hiring a Director of Revenue Growth Management to stand up a centralized Revenue Growth Management team within the Commercial Center of Excellence. This is a foundational role focused on shaping how Masco’s business units use Revenue Growth Management to make better commercial decisions across pricing, promotion, mix, and customer economics. 

The RGM Director partners closely with Business Unit leaders to understand their long-range plans, strategic initiatives, and commercial priorities, and uses that context to shape an RGM roadmap that best supports the full portfolio. The role sets the RGM frameworks, ways of working, and analytical approach, and enables a small team of RGM Strategists to embed new RGM capabilities within the Business Units. 

The role operates as a senior thought partner working collaboratively with businesses to improve decision quality, identify high-impact opportunities within commercial processes and strategies, and accelerate business objectives.  

Key Responsibilities 

• Set the RGM roadmap by partnering with Business Units to assess RGM maturity across key levers, understand BU strategies and long range plans, and prioritize initiatives where targeted capability builds can drive the greatest value. 

• Define problems and success criteria by translating broad commercial challenges into clear decision questions, measures of success, and expected financial impact that help Business Units identify where to improve their decision processes. 

• Establish and evolve RGM frameworks for pricing, promotion, mix, and customer economics, so work is consistent, scalable, and practical across the portfolio. 

• Lead the RGM team to execute prioritized RGM initiatives by setting direction, developing the team’s skills and analytical rigor, and supporting effective engagement with Business Units as needs to evolve. 

• Improve commercial decision making by simplifying processes, clarifying tradeoffs, and ensuring RGM work results in clear choices and actions rather than standalone analysis. 

• Partner across functions by aligning with Finance, Sales, Marketing, IT, and BI Analysts to ensure RGM work is supported by consistent data, metrics, and timing. 

Experience and Qualifications 

• Strong commercial and financial judgement, with a deep understanding of how pricing, promotion, mix, and gross to net levers affect P&L performance. 

• Demonstrated ability to frame ambiguous business problems and translate analytics into clear, practical recommendations. 

• Experience partnering with senior leaders who retain decision authority and influence outcomes without direct control. 

• Track record of improving and simplifying decision making processes. 

• Ability to work effectively in complex, evolving environments while maintaining momentum and credibility with stakeholders. 

• Working knowledge of economics and statistics as applied to commercial decision making, including price elasticity, demand modeling, promotion effectiveness, and scenario analysis.  

• Education: Bachelor’s degree required; Master’s degree desirable. Bachelor’s degree in Economics, Finance, Management, Actuarial Science, Mathematics, Engineering (Industrial, Chemical), or similar quantitative disciplines. Areas of expertise across Marketing and Commercial functions. 

• Industry & role experience: 12-15 years of experience in Revenue Growth Management and/or related commercial roles (e.g., pricing, promotions, trade, category management, commercial analytics) and a minimum of 5 years’ experience in the Consumer Goods industry, preferably in Durable Goods. 

What Success Looks Like 

• RGM initiatives consistently lead to actionable decisions and measurable business impact, leading to above market growth and margin expansion. 

• Business Units view the RGM CoE as a capability partner that strengthens their ability to make commercial decisions. 

• RGM priorities reflect Business Unit strategies and long term plans, not centrally mandated initiatives. 

• Commercial discussions are grounded in clear options, scenarios, and trade offs. 

• Business Units retain ownership of outcomes, while benefiting from stronger, more consistent, and more efficient commercial decision making across the enterprise.