01
Defect Attribution Ownership Transition
Problem
A business-critical attribution platform needed to transition from its original team without disrupting reporting or losing institutional knowledge.
Approach
Partnered with two colleagues in Europe to assume shared ownership, understand existing logic and dependencies, and establish repeatable release governance.
Outcome
- Preserved continuity for a trusted source of truth
- Established cross-regional ownership
- Supported ongoing quarterly releases
- Improved long-term maintainability
- Data Engineering
- Product Thinking
- Stakeholder Management
02
ONR Root Cause Investigation
Problem
Operational metrics indicated significant opportunity, but the underlying driver was unknown.
Approach
Performed a deep root cause analysis across multiple datasets until the actual issue was isolated.
Outcome
- Identified an issue affecting approximately 3.9 million operational units
- Enabled targeted corrective action
- Improved executive visibility
- Root Cause Analysis
- SQL
- Analytics
03
Planning Dependency Alignment
Problem
Product planning became misaligned because upstream dependencies no longer reflected the current roadmap.
Approach
Validated assumptions, mapped ownership, and aligned stakeholders before implementation began.
Outcome
- Prevented downstream rework
- Reduced delivery risk
- Restored planning alignment
- Product Thinking
- Leadership
- Stakeholder Management
04
Release Governance
Problem
Development work entered through inconsistent processes, making priorities and commitments difficult to manage.
Approach
Introduced structured intake, standardized release tracking, and repeatable sprint planning.
Outcome
- Improved delivery visibility
- Increased stakeholder alignment
- Reduced planning ambiguity
- Process Design
- Scrum
- Leadership
05
Legacy Pipeline Simplification
Problem
A legacy pipeline processed billions of rows through 35+ transforms and 35+ table loads. The roughly 70-job workflow took hours, cost more than necessary, and created frequent failure points.
Approach
After optimizing the existing system, determined that a fit-for-purpose rebuild with less granularity could provide the same decision value. Re-architected the workflow around Spark SQL, two load jobs, and a final ETLM transform/load.
Outcome
- Reduced the pipeline from roughly 70 jobs to 6
- Cut total runtime to under one hour
- Reduced failure points and operational overhead
- Enabled five core businesses to identify where inventory was dwelling in the supply chain through QuickSight
- Spark SQL
- ETLM
- QuickSight
- Data Architecture
- Cost Optimization
06
Executive Analytics
Problem
Reporting was fragmented across more than seven business units, with gaps in coverage and a manual collection process that consumed an entire day.
Approach
Led working sessions with each business to identify reporting gaps, source systems, and ownership. Partnered with their engineers to connect business-owned pipelines into a unified dataset covering two core metric groups and six supporting metrics per group.
Outcome
- Reduced data collection from a full day to under 30 minutes
- Unified reporting across 7+ businesses
- Preserved each business pipeline as its source of truth
- Standardized two core metric groups and their supporting measures
- Business Intelligence
- Data Pipelines
- Stakeholder Alignment
- Metric Design
