Billing process safeguards
Led a team that used APIs and remote automation to verify that required billing-related flags were set, supporting accurate, compliant coding and appropriate revenue capture.
Professional work
Start with the problem, not the requested output.
I listen across executive, operational, and technical teams to understand what is happening and why it matters. Then I help choose and deliver the right response, whether that is reporting, automation, process improvement, governance, or a broader technology change.
How I work
Listen. Diagnose. Build what helps.
The process is intentionally simple. The judgment comes from understanding the business well enough to choose the right intervention.
- 01
Listen from multiple sides
Hear the executive priority, operating reality, and technical constraint.
- 02
Establish the baseline
Understand the workflow, current performance, and source of friction.
- 03
Choose the intervention
Decide whether the need is information, automation, process, or technology.
- 04
Deliver and validate
Make the idea tangible, build a useful version, and test it with users.
- 05
Improve and enable
Learn from use, strengthen the solution, and transfer capability.
Selected problems solved
A few examples of the work behind the title.
These stories show how I approach adoption, platform change, and executive decision support. The rest of this page shows the broader role I play.
01
Modernizing reporting and rebuilding adoption
Led team development, transition planning, reporting improvements, and adoption work around a move to modern business intelligence.Read the case
02Moving from SQL Server to Snowflake without disruption
Led a mixed internal and vendor team through architecture, validation, reporting migration, and a careful cutover.Read the case
03Turning “How are we doing?” into leading indicators
Looked past the request for another historical report and designed three signals leaders could use while there was still time to respond.Read the case
Leadership scope
The role reaches across the whole problem.
I can build a function from the ground up or improve an established team. The work spans direction, business partnership, execution, and the management responsibilities that help people grow.
01Strategy + directionSet priorities and shape how the function creates value.
At NAPA and Spire, I had substantial influence over analytics priorities, reporting direction, platform usage, and annual planning. I set direction in some areas, recommended decisions in others, and executed agreed organizational priorities.
- Analytics and enterprise reporting strategy
- Prioritization, operating models, and governance
- Technology and vendor evaluation without overstating final authority
- Cost stewardship and practical build-versus-buy judgment
02Business + executive partnershipUnderstand the decision from more than one point of view.
I work with executives, operating employees, and technical teams to understand the request, the underlying workflow, and the decision that needs to improve.
- Partnership with CEOs, CFOs, COOs, boards, and operating leaders
- Executive, operational, and financial decision support
- KPI definition and leading-indicator design
- Communication across business and technical audiences
03Modernization + executionImprove the system while protecting continuity and trust.
I have led platform and reporting modernization while also building reports, writing SQL and Python, developing automation, troubleshooting quality and performance, and improving operating processes.
- Reporting, data-platform, and workflow modernization
- Architecture, integration, semantic models, and reporting logic
- Automation with APIs, VBA, Power Automate, and Python
- Security, adoption, performance, and maintainable standards
04People + organizational developmentTake responsibility for performance, growth, and difficult decisions.
I have managed up to eight direct reports and led internal employees alongside external vendor resources. My responsibilities included hiring, one-on-ones, annual reviews, training, career development, and termination decisions.
- Direct people management and employee development
- A two-intern program designed and directed from the ground up
- Cross-functional and mixed internal-vendor leadership
- Stretch opportunities, practical coaching, and clear accountability
Examples beyond reporting
Build-versus-buy judgment
Helped evaluate whether to buy a product or build an internal solution by considering cost, fit, ongoing ownership, development, and maintenance.
Operational automation
Personally built solutions with Excel and VBA, Power Automate, and Python after establishing the baseline and identifying the highest-value point of intervention.
Evidence from the work
A recommendation should be testable.
Hard skills matter most when they help answer a business question. This analysis connected a change in communication strategy to measurable completion behavior.
Learning rollout analysis
Did a different notification schedule change behavior?
I used statistics to compare two rollout distributions rather than relying on a visual impression alone. The analysis considered the mean, median, and standard deviation of completion timing.
- Earlier completion
- The second rollout shifted to the left of zero, showing that completion moved earlier relative to the due date.
- More consistent timing
- The smaller standard deviation showed that completions occurred within a tighter window.
- Closed-loop improvement
- The work connected a recommendation, implementation, measurement, and a clear report back on the result.
Evidence boundary: The visual demonstrates the direction and concentration of the change. Exact population counts and statistical values are not published here.
Technical range
Close enough to the work to contribute directly.
I am not a career software or data engineer. I am a hands-on leader who still writes code, builds and modifies reporting, develops models and automation, investigates quality and performance problems, and troubleshoots existing solutions.
Deep hands-on capabilities
The working toolkit
Practical work across analysis, semantic modeling, automation, reporting design, governance, security, performance, deployment, and adoption.
SQLPower BIDAXExcelVBAPower QueryPython
Used or led work around
Platforms + operations
Meaningful professional experience without implying equal depth or administrative ownership.
SnowflakeSQL ServerPower AutomateSAP
Exploration + independent development
Extending the range
I keep learning while being direct about where experience is exploratory or tied to personal products rather than enterprise production.
dbtAzure Data FactoryAI-assisted workflows
See what “deep Power BI experience” means
Semantic models from scratch, reusable measures and calculated columns, DAX and model-size optimization, workspace management, row-level security, deployment pipelines, report design standards, reusable templates, and adoption reporting.
People leadership
Leadership is responsibility, not distance.
The role includes direction and delivery, but it also includes hiring carefully, giving useful feedback, addressing performance, developing careers, and making difficult decisions when needed.
- 01
Make the context clear
People should understand the audience, decision, and reason for the work before choosing the solution.
- 02
Expect people to think
I invite alternate approaches, ask the team to explain its recommendation, and provide clear guardrails.
- 03
Create opportunities to grow
Stretch assignments, coaching, and visibility with senior leaders help people expand beyond their current role.
- 04
Stay accountable for the result
I remain close enough to coach, unblock, maintain quality, and contribute directly when the work needs it.
Selected experience
A track record of building analytics capabilities.
2024–2026
VP, Analytics
Spire Orthopedic Partners
Led analytics strategy, platform modernization, team development, and reporting for clinical, operational, and financial decisions.
2024
Director of Business Intelligence
Dental365
Worked as an individual contributor reporting to the CFO, strengthening reporting security, improving performance, and delivering operational and executive decision support.
2014–2024
Analyst to Director of Analytics
North American Partners in Anesthesia
Progressed from analyst to director while developing teams, modernizing reporting, and supporting operational and financial decisions.
2013–2014
Learning and Analytics Lead - HRIS
NBCUniversal
Coordinated learning-system production and stakeholder releases while building reporting automation and improving high-volume compliance workflows.
2007–2013
Analyst and Trainer - Financial Analysis Group (FIN IS)
Northwell Health
Progressed from intern to analyst and trainer in financial systems, improving processes, documenting procedures, and teaching users through system and reporting changes.