Initiative owner for $30m Business Intelligence Modernization business case. Scope included standardizing metrics and reporting across the enterprise, simplifying the data technology landscape via cloud first solutions and legacy tool retirement, and protecting this investment via a business led data governance council. Oversaw ~150 consulting resources at peak delivery velocity, and completion of initiative allowed realization of $9.1m annually in productivity savings via manual report writer headcount reduction.
• Collaborated with executive leadership team to design, develop, and deploy an Enterprise Scorecard that centralized the 60 most critical metrics for the company in one dashboard. Became single source of truth for viewing company performance, returning trust to data and accelerating executive decision making.
• Using the Enterprise Scorecard as a north star, defined data and reporting product domains that drove the prioritization of data technology modernization.

Responsible for an analytics and data science delivery portfolio that has spanned Forecasting, Supply Chain, Merchandising, and Sales. Oversaw organization of 24 headcount responsible for delivery and operations.
• Managed third-party NPS tracking study that drove board level customer sentiment and a key feature to customer retention modeling. Resulted in customer churn reducing from 15% to 12% via intervention strategies triggered by model feature importance.
• Insourced case volume forecasting models from legacy SAS application to open source FB Prophet platform. Delivered $1m in annual operating expense savings and accuracy improved to 50 bps MAPE error.
• Designed and developed a suite of assortment optimization models that seeked to reduce new item introduction, drive penetration to current core assortment, and retire slow moving items. Models and underlying processes results in SKU reduction of 13% across deployed markets with negligible customer impact.

Led portfolio and program management activities for the insights & analytics organization. Comprised of approximately 90 headcount, organization supported enterprise-wide analytic enablement, as well as the delivery of advanced analytics capabilities that drove $15m+ EBITDA annually.
• Insourced and expanded PMO office to include Strategy Management, Portfolio/ Product Management, and Organizational Change Management capabilities within enterprise insights & analytics function. Resulted in $2m in annual consulting dollar savings.
• Deployed agile transformation that re-organized operating models into fully dedicated teams tied to value streams. Leveraging SAFe and Spotify model principles to increase delivery velocity by 50%.
• Stood up quarterly prioritization process and review with executive team to drive resource allocation to the companies top strategies and value opportunities. Managed annual operating budgets of $15m and responsible for reporting on benefits realization

Led portfolio and program management activities for the insights & analytics organization of a major food service distributor. Comprised of approximately 90 headcount, organization supported enterprise-wide analytic enablement, as well as the delivery of advanced analytics capabilities that drove $15m+ EBITDA annually.
• Implemented portfolio governance to accelerate the delivery of 10+ programs, workstreams, and projects through streamlined operating model, utilization of collaborative tools, and continued management of scope, resources, costs, and timelines.
• Created business case that developed predictive analytic assets and integrated them into existing tools and processes. Investment of ~$20m approved over 3 years and resulted in a value realization of ~$60m in benefit.
• Developed a 3-year plan to advance predictive analytics assets and delivered to
● level leadership for prioritization against business key results

Subsidiary of the CGI Group, a multinational consulting firm with more than 68,000 professionals in over 40 countries worldwide while there.
Senior Consultant Nov 2009 – Jul 2013 Executed strategic technology roadmap for the United States Federal Judiciary while managing a 5 FTE team composed of senior consultants, consultants, and analysts.
• Developed a 5-year strategic plan to drive the consolidation of over 2,000 integrated systems across 425 court units into a single ERP system. These efforts identified areas for increased efficiency, improved business intelligence, and technology cost reduction.
• Led integration effort to centralize transactional data across 95 financial accounting systems, which permitted organization's financial accounting culture to shift from a monthly to a near real-time process.
• Advised senior administration on its operations contingency plan for a government shutdown, preparing the organization for a seamless transition of responsibilities and proce