Bob O'Connell Email & Phone Number

Charlotte, Nc, Us

Newark, New Jersey, Us

▶︎ Lead on a dashboard development project to provide 12+ KPI and trend metrics to the enterprise using data sourced from Jira Cloud, Jira Enterprise Insights and other sources.▶︎Jira Cloud usage consisted of (a) traditional sprint-driven Agile development process tracking, (b) JQL queries, and (c) Tableau data connector/modeler. Jira Enterprise Insights exposed view tables were queried through custom SQL. Schema tables utilized included object, map, log and history tables. Jira Align was primarily used for test case development and QA/QC. Only available toward the end, Jira Analytics was used as a test platform for exploratory metrics/chart development and potential rapid SQL sourcing.▶︎ KPI/trend metrics included completions, lead/cycle time, throughput, dropped/added work, burn down, “agility health,” prod release rates, quality (Xray test rates, prod bug rates, bug backlog trend), and coaches' status. These were spread across four individual dashboards. ▶︎ Granularity was at the portfolio, solution and journey levels, except for quality metrics that were at the story level. This permitted drill-down/filtering.▶︎ Day-to-day activities include (a) analyzing available data/data models, (b) developing SQL code for data extraction, (c) preparing ETL model, where needed, to combine data for use within Tableau with Tableau Prep, (d) working with end users for metrics definitions/dashboard design, (d) dashboard development using Tableau desktop and (e) Tableau Server administration relating to access and permission groups.▶︎Results: Live enterprise dashboards with twelve metrics with maintenance/update workflows.

San Antonio, Texas, Us

▶︎ Product Owner for Dashboard and Reporting team, focusing on developing a database (and associated ETL process) as a consolidated source for existing and future dashboard reporting. (Based around AWS for ETL and Databricks for storage)▶︎ Data and reporting were associated with certain “risk” areas within the Property and Casualty line of business not measured/reported by other resources.▶︎ As this was a new team/initiative, I was also responsible for dashboard management from a product perspective, including standards addressing the complete requirements —> PROD development process, UI look/feel and establishing stakeholder engagement practices.▶︎ As the Tableau developers on the team were generally inexperienced, I developed several dashboards at a “proof of concept” level to validate feasibility before handing them off to team members for final development and enterprise publishing.▶︎ Results: Initial ETL architecture and dataflow were developed along with small POC tests to answer specific questions. Dashboards that had sat in the backlog for over a year were put into production for six separate stakeholders.

San Francisco, California, Us

▶︎ Tableau dashboard developer on the Dashboard Development team within the TIG Analytics group. TIG analytics focuses on the risk management of Wells Fargo's internal and third-party software.▶︎ My principal Tableau responsibilities include new dashboard development and extending/modifying existing dashboards based on new data, new data sources, or new requirements. ▶︎ Parallel to dashboard reengineering has been the development of workflows that source current data to the Tableau server. The core of these workflows has been ETL models developed in Alteryx that consume new data sources and output Tableau extracts. ▶︎ One of a small group that has permission to publish and maintain dashboards in the PROD environment.▶︎ Extended existing Python code to process data from additional web data sources for use within Tableau. ▶︎Results: The most significant result was the development of two new data prep models in Alteryx and the translation of two former into one singular metrics dashboard.

Charlotte, Nc, Us

▶︎ Project Manager and Lead Tableau developer within Global Risk Analytics Technology (POPS) and Tableau SME for associated teams. My day-to-day responsibility was the development of dashboards relating to (1) SDLC Risk and (2) Workflow Metrics.▶︎ SDLC Risk: Using KPIs, the SDLC risk dashboards continuously measured the likelihood that work, from the smallest task element to the final deliverable (project), would be completed on time within the greater GCP team. In addition, dashboards were developed to provide reasonable independent “tripwire” risk analytics highlighting work, at any level, that was in danger of not being completed at sprint or full project periods. As the project manager, I guided an intensive period of Business Analysis followed by a collaboration with the database team leading to dashboard development and delivery.▶︎Workflow Metrics: JIRA project hierarchies were moving through specific stages of completion without meeting the required criteria causing significant problems in later stage development and integration. The problem was substantially due to a central point of visibility for all the necessary criteria.The solution to this problem was the capture all requirements needed to move the hierarchy of project work through a “gate” and into the next stage. I worked on the above process and translated the requirements into what became referred to as Binary, Alignment, and Workflow rules. After rule development, primary efforts related to schema design, SQL development, dashboard U/I design, and final dashboard development and testing. The Workflow Metrics dashboard became a "go-to" tool.

New York, Ny, Us

▶︎ One of Moody’s principal products is reports written by analysts that rate the economic or business viability of private, public, government, and other entities worldwide. To help improve the consistency, completeness, and accuracy of such reporting, Moody’s initiated the use of the Natural Language Processing (NLP) area of artificial intelligence▶︎ The focus of my time at Moody's was designing and developing KPI dashboards that reported on the analytics generated by the NLP.▶︎ There were five dashboards developed using Tableau, and these included: (a) Summary dashboard that provided raw and comparison information for individual NLP KPIs, (b) one that provided metrics on similar KPIs grouped into categories, (c) one that evaluated the analytics of KPI differences based on geographic location or markets, (d) an “improvement tracker” dashboard that enabled a look at KPI’s for individual analyst over time and finally, (e) a dashboard that “sliced’ results based on industry segmentation.▶︎ Developed additional special-purpose dashboards requiring data from multiple data sources. I successfully prototyped the use of Alteryx for ETL of three data sources to generate one singular file. The final part of the ETL process was developing code in R (language) to generate inferential data that was then consumed by Tableau for dashboard development.

Minneapolis, Mn, Us

▶︎ Lead Tableau developer and trainer within Enterprise Data Governance team in US Bank▶︎ The principal focus during my time at U.S. Bank was the conversion of manual reporting using spreadsheets to automated reporting using Tableau. That was followed by training the teams on the basics of Tableau and the processes inherent in maintaining and extending the baseline dashboards.▶︎ While in the Enterprise Data Governance team I was also asked to support the EDG Risk Reporting team where I built dashboards focused on customer complaints. These were KPI and trend charts. Data for these reports were queried from various systems of record through SAS SQL which then generated a SAS file consumed by Tableau. ▶︎ The numerous manual to automated conversion projects required significant ETL efforts to develop and automate reliable workflows to capture disparate data and return coherent files for use by Tableau. The tools used included either Alteryx and Tableau Prep in concert with SQL Server as the database.

San Francisco, California, Us

▶︎ Tableau Developer within Business Execution, Analytics & Reporting (BEAR) team for "overflow" and ad-hoc dashboard development.▶︎ Engaged with technical partners and end-users to identify and define business requirements and maintain expectations of all stakeholders.▶︎ Translated business needs into dashboard/user and data/ETL designs followed by the development plan.▶︎ Developed and delivered dashboards based on consulting / design phase with an emphasis on involving stake owners for feedback whenever key development milestones were reached.▶︎ Maintained all delivered reporting solutions to ensure they were performant and security was applied end users joined or departed.▶︎ Manage monthly KPI and KRI report production activities that focused on key themes.▶︎ Significantly reduced reporting backlog while being able to support multiple emergent ad-hoc requests from senior leadership.

San Francisco, California, Us

▶︎ I was a Tableau Developer within Infrastructure Delivery Services for Wholesale LOBs.▶︎ This short project focused on exploring the use of Tableau to track server “birth to death” process.▶︎ I developed several POC dashboards using multiple data sources aimed at providing actionable process status along server "pipeline."▶︎ I worked with complex Excel pivots to QA dashboards and explore data sets and performed ETL as needed within SQL Server.▶︎ Business Value: The project concluded after providing several POC dashboards. The information gained in POC dashboard development provided a core scope for building a production system at a later time.

Charlotte, Nc, Us

● I belonged to the IT Risk and Analysis team providing consumable dashboards for federal risk reporting. During my timeframe, our team ● To start the project, I successfully lead the development of project's Tableau site architecture, mapping requirements to workbooks and dashboards, establishing naming conventions, and workbook design standards. We employed these standards throughout the project. ● After the project gained traction, development moved into an Agile workflow utilizing an onshore/offshore resource model with the familiar DEV, QA, UAT, PROD staging.● One especially noteworthy contribution was the development of unique X and Y axis scales required by many of the charts. The scales could not construct using Tableau's out-of-the-box functionality. I was able to develop both axes using a scaling approach. ● The project used the VersionOne and JIRA as project management tools within the Agile environment.Our data was accessed from Hadoop through Impala views.● Business Value: the system enabled Bank of America to meet critical risk regulatory guidelines for portfolio management.

New York, Ny, Us

● I was a founding member of Digital Metrics team tasked with building, from a “clean whiteboard”, and deploying enterprise dashboards for a company-wide business transformation.● My daily responsibility included the development of enterprise dashboards used by senior management to identify and understand all participant contact channels and measure their effectiveness. ● The dashboards not only identified the channels but was a catalyst to additional dashboards designed to "drill down" and determine, for example, their cost and alternate channels that would provide equal or better customer service.● The process was inclusive from LOB need, through data identification, analysis, all necessary steps to build and curate a reliable data set from SOR(s), dashboard development, QA and deployment, and administration. ● Our development process used Agile methodology to accelerate dashboard development and roll out new features quickly, structured by traditional task, story, epic, version framework. Sprints were in a 5-10 day range.● I was Involved in prototyping and evaluating “streamlined” modeling methods to decrease data latency from disparate data sources. Tools employed in POC included combinations of SQL, Alteryx, Splunk, MySQL and Teradata.● Business Value: Our dashboards provided significant business value as this was the first time the customer engagement channels and associated cost achieved a higher level of clarity, thus enabling TIAA to make initiatives to reduce contact cost while maintaining excellent customer service.

Toronto, Ontario, Ca

Tableau Development● When Salesforce did not provide the reporting or analytic capability ( such as cohort analysis) I suggested the use of Tableau to extend SalesForce reporting ● We started with Tableau desktop and then gained Tableau Server admin familiarization when we moved to enterprise usage.● Dashboards were designed around the technical information of our data.Infrastructure Analysis ● I was responsible for providing a forecasted risk of pressurized mains regarding the ability to deliver water within pressure, volume and EPA standards. Some highlights:● The Analysis enabled the client to accurately target remediation efforts within limited budgets.Big Data Analysis ● Lead analysis of hourly residential meter data transaction enabling a utility to develop pricing tiers to influence water reduction and more uniform water usage. ● The data was also used to identify leaks on service lines which saves water and reduces consumer costs. Business Value: water loss, unplanned critical maintenance, and spiked water usage are all areas of lost revenue to a water utility. The above projects provided significant ROI by minimizing the percentage of lost revenue.Sales Force Implementation and Extended Development.● Provided business analyst and analytic support when division needed to improve and extend SalesForce implementation to incorporate “birth to death” sales workflows.● Employed Agile development methodology to accelerate SalesForce development and accommodate a divisional merger.●Worked with entities to define organizational priorities, analytic needs and performed QA/QC as data was collected and processed. Reviewed reports prior to final delivery.Business Value: The SalesForce system provided, for the first time, a documentable, consistent sales process for the entire division.

Mumbai, Maharashtra, In

Lead Business Analyst for a team of three conducting usual traditional business analyst engagement activities that included business needs analysis, requirements definition, process / workflow documentation, logical solution design and recommended roles and capabilities needed on the implementation team.The significant highlight of this timeframe was my role in a mobile solution for utilities called OneView mobile. Highlight areas within this project included exhaustive functional use cases, interface (wireframe) design and lead plan for functional and regression testing.During this time I also addressed key issues for the success of multiple projects including data analysis, data mapping, data cleansing, schema development, ETL, QA/QC, test plan development, configuration, defining the UAT process and documentation needs. Adjunct to the BA role, I • deployed, administered and extended SalesForce.com including adding roles, users, dashboards and trigger based business rules. Using SF, I conducted two positive marketing campaigns . I created, or was responsible for the production of video and web content for Rolta’s public facing web site focused on EGIS industry solutions that included a Business Intelligence / KPI portal.

Redlands, Ca, Us

Member of initial ESRI business team focused on revenue generation and building market share within the commercial market through the sales of ESRI's core enterprise GIS technology and business specific applications. • Salvaged relationships with two Fortune 500 rail accounts while identifying and coordinating actions to maintain account and rebuild trust. These actions resulted in significant revenue from both accounts during the next two years. • Identified the opportunity to monetize cleaned and summarized ICD-9 health data when combined with ESRI’s web platform. Developed and presented initial data schema and landing page designs. This resulted in ESRI’s second on-line SaaS subscription product that enabled companies to locate clinics, practices and other health service providers.

Redlands, Ca, Us

B2B sales and account management, business analysis, solution development, system architecture, marketing, channel development, data analysis.• Broke open small utility market for ESRI by analysis of needs, development of key tools, seeding these tools into channels I developed then focused on joint marketing. Supported by strong internal "small utility team" formed after initial market breakthrough, captured over 75% of market within six years.• Coordinating with larger team, facilitated the adaption of ESRI solutions in majority of mid and major electric, gas, and water companies in southeast. This was accomplished by building better business cases in direct or competitive environments and resulted in significantly improved business agility across the enterprise for the utility and an enhanced long term revenue stream for ESRI• Business analyst engagements included business needs analysis, requirements definition, process / workflow documentation, data analysis, data mapping, data cleansing, schema development, ETL, QA/QC, Test plan development, configuration and user testing. Developed corresponding documentation and other BA artifacts as required. Projects were usually asset management based.• Participated in study for STDs by providing spatial analysis to emphasize and drive need for vaccine approval. A small part of this analysis went into market plan for the initial HPV vaccine.• Developed one of ESRI’s initial SaaS offerings that target health industry by showing prevalence of diagnosis by ICD-9 codes.• Worked with health industry using ESRI’s Business Analyst and other tools for doctor practice territory management and pharma sales territory management. Also specified and drove the first two-way interface between Spotfire and ESRI’s ArcGIS for analytics and visualization.

Reston, Va, Us

Started and project managed a group of seven direct reports focused on using GIS and spatial analytics to solve customer business problems. Management included complete life cycle management including P&L. Using standard SDLC, the team implemented customized solutions principally using, ESRI, Autodesk, Oracle and Access applications. Was one of a few companies outside of ESRI that was capable of developing ESRI’s initial web/server based GIS. Within two years, the GIS division added $1.2 M to revenue stream.• Marketing model for inner city insurance company using mixed demographics, regression, GIS integrated with IBM400. • Forestry / stand management GIS application using Oracle database.• Naval facility asset management application using integration of ESRI GIS and SQL-Server database.

Charleston, South Carolina, Us

Business Analyst for VAX supported curriculum initiatives, Apple associated projects, SAS and functional application training for faculty and staff. I also managed all VAX based accounts for faculty, staff and students and supported research based users of Apple hardware and related software. • Yearly budget based needs analysis and documentation, process mapping, general design, test planning, cost analysis, acceptance testing, system documentation and training. Notable projects included:• Implemented two student general use labs• Remote sensing lab implementation• Special project analytics using SAS.• Rollout of VAX based interactive classrooms (NOTES)• Conducted numerous studies for administration involving SAS

Washington, Dc, Us

I was a senior civilian analyst on the staff of the Admiral comanding Mine WarFare Command (CMWC). I started as a GM-13 and rose to a GM-15 ( US Navy Captain equivalency).During this time, I managed and oversaw the collection, cleaning and analysis of data to support a wide range of programatic and operational needs for mine warfare within United States Navy. The majority of the data related to system performance, target characteristics or environmental conditions and search. The data process included data generation from modeling and/or actual field or operational tests followed by cleaning, formatting and storage within RDBMS. Analytics and optimization was then used to make decisions on a range of questions such as inventory requirements, expected performance and delivery optimization.• Implemented and tested models associated with sensor and/or weapon performance which were used to establish baseline system needs.• Structured and ran $5 M field exercises in Norwegian fiord for system verification. For the first time we had real performance data from which we could model system performance.• Used large data and optimization to minimize inventory and delivery options.• Involved in analysis of laser and related options to image in shallow water

Washington, Dc, Us

• Managed 40+ people• Background in complete utility plant operations,• Field tested initial GPS Systems• Unique exposure to Mideast• Signal classification, IR radiation emission / detection, search analysis

Ms, System Engineering

Bs, Education / Physical Science

Certificate, Designing Unidirectional Flushing (Udf) Programs

Certificat In Data Science (Through Coursera), Data Science And Analytics