Capabilities
What I am brought in to do
My work sits where data, process, technology, and leadership meet. I am usually brought in when the current setup depends too much on manual work, undocumented logic, unclear ownership, or reporting that people no longer fully trust.
Data products and governed BI
Reporting loses trust when metrics, ownership, and definitions live in too many places.
I build governed data products, KPI definitions, ownership models, semantic layers, and BI that leaders can use without parallel reconciliation.
Data engineering and platform modernization
Legacy estates keep valuable logic trapped in SAP BW/HANA, Alteryx, Excel, and person-dependent workflows.
I move critical analytics toward modern, controlled delivery: Snowflake, dbt, pipelines, versioning, release governance, validation, and decommissioning paths.
Proof: Snowflake + dbt migration, parity logic, release controls.
Analytics engineering and decision models
Decisions slow down when business logic is embedded in one-off dashboards, spreadsheets, or undocumented calculations.
I turn logic into reusable models, curated datasets, scorecards, validation rules, and decision frameworks that make trade-offs clearer.
Portfolio governance and operating mechanisms
Portfolios drift when intake, priorities, dependencies, risks, and decisions are not visible in one operating cadence.
I install intake, prioritization, RAID, change control, decision logs, executive reviews, and escalation mechanisms that make work easier to steer.
Proof: Global portfolio governance and operating mechanisms.
Legacy modernization and decommissioning
Fragile reporting systems usually contain valuable business logic nobody has documented.
I reverse-engineer the rules, prove parity, migrate in waves, control cutover risk, and shut down the old stack deliberately.
Operational excellence and process redesign
Process problems come back when root cause, ownership, standard work, and controls are weak.
I use Lean Six Sigma rigor to redesign workflows, clarify handoffs, build controls, and keep gains from decaying after launch.
Proof: Continuous improvement portfolio and process standards.
Product and program leadership
Useful tools fail when discovery, roadmap discipline, delivery governance, adoption, and support are treated as separate work.
I connect product discovery, roadmap ownership, program execution, launch readiness, adoption metrics, and cross-functional delivery.
Proof: ROI, workforce planning, and GenAI coaching products.
AI enablement with guardrails
AI exposes weak data, unclear ownership, and broken processes faster than traditional reporting does.
I shape AI use cases around data readiness, evaluation, guardrails, workflow fit, adoption, and automation where the foundation is strong enough.
People leadership and capability building
Transformation stalls when the team cannot operate the system after the first launch.
I build teams, roles, coaching rhythms, technical standards, growth paths, and quality bars that hold when I am not in the room.
Executive decision systems
I turn messy, cross-functional work into decisions leaders can actually make. That means forcing clarity on the problem, the trade-offs, the owner, the metric, the risk, and the next move.
The output is not another update deck. It is a decision path: narrative reviews, business cases, KPI scorecards, decision logs, and executive readouts that expose what is stuck, what must be decided, and what happens if nothing changes.
What I show: Executive one-pager, business case, KPI scorecard, decision log.
Where does your hardest problem sit?
If the bottleneck is tangled data, unclear ownership, fragile process, or a portfolio nobody can steer, that is the work I do.