Led the team responsible for building out a modern data and analytics infrastructure and advanced reporting capabilities.  Delivered strategic roadmap for a multi-year analytics modernization effort.  Took ‘time to insights’ on key management and operations reporting from weeks to near real-time.

Responsible for standing up the analytics and reporting function at company’s newest operating unit.  Buildout included architecture design, reporting requirements gathering, technical development, and stakeholder management.  Successfully built out core reports used by 1500+ users on time and on-budget.

Data and analytics leader, overseeing the build out of the data engineering, data visualization, and advanced analytics capabilities.  Produced insight-generation tools (dashboards and ad hoc models) used by over 80% of the US business.  Architected suite of dashboards for boutiques that took ‘time to insight’ from quarterly to daily and saved the company over 4k man hours annually.  Led multiple initiatives aimed at creating data literacy and a data-driven culture.

Built out example dashboards used by the company to sell their products to prospective buyers leading to above average sales conversion rates and over $2M in long-term customer commitments.  Responsible for requirements gathering, architecture, data engineering, and dashboard development.

Planned and designed new data architecture for a medical technology company being divested from their parent company.  Designed the NewCo architecture based on extensive user requirement gathering and detailed understanding of the future technology stack.  Oversaw the successful cutover process to NewCo and ensured all required scenarios were accounted for and working as expected within the new architecture.

Advised firm on data infrastructure and report modernization.  Implemented new front-end reporting technology and built out data products that replaced a monthly manual financial reporting process with a daily refresh of the same information.  Worked directly with the CFO to change the way the FP&A looked at and used their data resulting in cost and time savings across the department.