Misalignment with company objectives limits data impact. Broad and deep relationships with business leaders are essential to understanding where analytics will have impact and in influencing analytics roadmaps and project planning.

• I rebuilt working relationships with key constituencies at Raising Cane’s, shifting from combative silos to a collaborative matrix structure by forming cross-functional teams, understanding challenges, driving alignment, and innovating solutions

• At RenRe Insurance, I learned the insurance business quickly by meeting with Underwriting, Claims, and Actuarial, leading to a refocus of the development teams to improve data accessibility and utilization

Business acumen is critical in guiding analytics initiatives to enable data driven decision making. Effective communication and presentation skills along with technology architecture skills informed by two graduate degrees in business enable me to drive business insights via technological capabilities.

• I stabilized and optimized the data warehouse at Raising Cane’s, then transformed analytics thorough development of sophisticated data sets, improved ad hoc data access, and creation of compelling, action-driving Tableau visualizations

• I operationalized insight into expanding order and service channels and their sales, traffic, and service speeds at Raising Cane’s

Data analytics teams may need overhaul to optimize delivery. As infrastructure evolves to cloud platforms and tools, our teams must keep pace to support growth.

• I modernized the Enterprise Data Warehouse architecture at Raising Cane’s, rebuilt the team (including leveraging global resources, and reduced annual external spend by $200K while supporting 20% annual growth. We modernized dashboards with Tableau and converted our on-prem SQL Server-based EDW to Snowflake on AWS

• At RenRe, I restructured the development team to enable a 1/3 headcount reduction improving delivery and supporting expansion to new lines and partners

• Overhauled delivery of reporting capabilities and ad hoc analytics at Fannie Mae via a Sharepoint-based reporting portal and centralized Credit Data repository

Data analysis performance and data integrity result from understanding business priorities and driving data engineering, data governance, and data infrastructure accordingly.

• Raising Cane’s has grown from 300 to 800 restaurants, and I ensured our BI team delivered reporting and analytics consistently through this growth and reduced daily reporting time-to-delivery by two hours

• I improved weekly reporting on-time delivery at Javelin by a factor of ten while reducing weekly processing times by two-thirds by overhauling ETL processing, the data warehouse architecture, and the development team

Balancing analytics agility and data curation is both necessary and achievable.  This results when you:

• Centralize management of core transactional data

• Centralize ownership of core dimensional data (attributes of main organizational entities, organizational hierarchies, fiscal calendars, etc.)

• Enable analytics users to supplement centralized data with new and/or short-term-needed data

• Support analytics users in augmenting dimensional attributes to meet short-term and/or experimental needs

• Review and coordinate processes to institutionalize advances made by analytics teams into the centralized data repository

Clear data provenance and lineage are essential to ensure single source of truth:

• Capture and manage data at highly-granular levels

• Builde reliable, efficient, and transparent data pipelines

• Ensure data quality through automation, including consistency checks at every stage along with active monitoring of exception reporting