Representative Client Engagements

Enterprise Data Program Leader

I served as a member of the Enterprise Data Leadership Team to drive development and execution of the client’s data strategy.

Enterprise Data Strategy

  • Facilitated the RFP and consulting partner selection
  • Conducted sessions with over 50 stakeholders (VP to CEO) across the company to define strategic priorities, required investment, and value at stake
  • Worked with Enterprise Data directors to create the roadmap to execute the strategy
  • Created the business case and program structure for the data program

Enterprise Data Office

  • Facilitated Enterprise Data organization and operating model design
  • Drove the communication plan with senior leadership
  • Coordinated development of the strategic financial plan, annual budget, and capital requests
  • Facilitate monthly Enterprise Data business reviews

Interim Director, Data Quality and Remediation

  • Drove data quality and remediation efforts
  • Directed the data quality steering group and engagement with leadership
  • Led implementation of a new data quality platform
  • Implemented agile practices in delivery of data quality and data governance
  • Engaged a consulting partner to define the capability blueprint and operating model to accelerate and scale the data quality capability
  • Piloted artificial intelligence and machine learning for data quality
  • Managed vendor selection, performance, and contract negotiation
  • Owned the budget and forecast for projects, vendors, and infrastructure
  • Ensured adherence to data security controls for data quality and remediation efforts

Data Program Director

I was hired by the Vice President of Data, Insights, and Analytics (DIA) to set up the Strategy and Planning function for the newly formed DIA organization and manage the overall data program.

Data Strategy

  • Led the effort to define the mandate for the new organization and align with senior leaders
  • Facilitated workshops with data, business, and technology leaders to align strategic priorities with data needs throughout the organization
  • Created business cases for initiatives to execute the strategy

Change Management and Engagement

  • Worked with DIA and Technology leadership to define the operating model for agile delivery and operational support of data and reporting initiatives
  • Facilitated the DIA Steering Group and the formal corporate Data Governance Committee with VP and SVP stakeholders

Program Delivery

  • Led program governance for all DIA initiatives, including leadership engagement, planning, reporting, issue and risk management, prioritization, and change control
  • Developed the reporting and analytics strategy for meeting high-value business needs and evolving the business intelligence capability
  • In response to Federal regulatory requirements, assessed key performance and risk metrics and created the plan to place them under data governance
  • Managed the plan for implementing data governance, including, metadata definition, lineage, data quality, and remediation

Demand Management Consultant

I supported the Global IT Development organization in developing the operating model for managing over $130M in annual outsourced development capacity.  I designed and implemented processes for

  • prioritizing demand and governing use of development capacity
  • defining product release cadences, milestones, and scoping
  • allocating development capacity to releases and other activities
  • identifying and aligning on options to resolve gaps between demand and available capacity
  • measuring utilization to ensure delivery of value from purchased capacity

In addition to driving implementation of these processes, I served as the demand manager for products in campaign management, web, and content management.

Business Intelligence Manager

I was hired as the program manager for development of a new financial planning and analysis capability and to recover the program which had been stalled for several months.  I worked with Finance and IT leadership to rationalize scope, develop realistic plans, finalize the budget, and initiate development with a third-party integrator.

Due to staff changes in the organization, I was asked to serve as the interim business intelligence manager with overall responsibility for the BI portfolio and team.  My responsibilities included

  • governance and alignment with Sales, Finance, and S&OP leaders
  • directing the activities of full-time and contract staff
  • hands-on support of BI development and operations
  • annual reviews for the BI staff and managing performance issues
  • architectural oversight for the BI capability and integration with operational and planning systems
  • interviewing and training a new permanent BI manager

Digital Program Manager

I worked with the Digital Solutions Program Office to align and execute their roadmaps, financial models, and methodology for enabling mobile, CRM and business intelligence capabilities to over 30,000 locations worldwide.  This included conducting interviews and cross-functional workshops to elicit digital requirements for global markets, defining digital solutions to support those requirements, and creating plans to deliver the solutions.  I was also the Corporate program manager responsible for digital enablement for the Canadian market.  I worked with the market CIO and Digital leadership to define their capability roadmaps and align corporate resources to support delivery of digital capabilities.

IT Strategy Consultant

I supported senior IT leadership and the global CIO to develop a framework for planning and managing strategic technology roadmaps.  I worked with IT leaders across the PMO, corporate product teams and global markets to survey existing processes, tools, and formats for strategic planning.  I also documented best practices based on the client’s experience and interviews with Gartner and Forrester analysts.  Additionally, I evaluated 75 planning and lifecycle management tools.  The output of this engagement was a design for a pilot of the new roadmapping framework and supporting software.

Financial Planning and Analysis Program Manager

I was engaged as a project manager for multiple concurrent projects supporting Commercial Financial Planning and Analysis.  Through the course of the engagement, the need for greater program communication and change management became clear.  I worked with Finance and IT leadership to assess program strengths and opportunities, understand team member and stakeholder perceptions, and develop a plan for program improvement.  After four months, I was promoted to program manager charged with overseeing all Commercial FP&A technology initiatives.