Led the establishment of a comprehensive Governance program aimed at driving our organization's data strategy, policy development, compliance, and oversight. This involved implementing enterprise-wide data governance initiatives and ensuring alignment with our centralized enterprise warehouse and data lake projects. Initiated data ownership and stewardship maturity strategy to foster a culture of data-driven decision-making.I initiated the development of predictive and prescriptive data science initiatives to support various product-related activities, such as uptime, lifecycle improvements and operational efficiency enhancements. This included automating manual processes and establishing a structured data science program covering the entire product lifecycle.Oversaw the consolidation of our data engineering strategies to improve efficiency, scalability, and data management. This involved designing and implementing centralized data warehouse and data lake infrastructures, as well as democratizing data access through initiatives like Datamarts. Additionally, I led initiatives in enterprise change management, source control, and lifecycle management.Orchestrated the migration of our ad hoc reporting platform, centralized external client reporting, and established a data monetization strategy. I segmented internal and external analytics and systems to better support external client initiatives and implemented multi-layered analytics to cater to various organizational functions. Lastly, I oversaw the transformation of our analytic program from descriptive/diagnostic to predictive/prescriptive analytics and established an enterprise data service helpdesk to support strategic initiatives.

Spearheaded the strategic development of global analytics infrastructure in support of the open banking initiative, ensuring compliance with regulations and meeting the needs of both internal and external clients across multiple AWS regions.Led the migration of the company's data warehouse platform from AWS Redshift to Snowflake, optimizing the change data capture (CDC) process using HVR. Employed CTAS and TDI methodologies to centralize various shards in the Aurora production environment. Introduced real-time data streaming capabilities to process 250 staging tables, including one table handling 100 million transactions per day. Implemented Matillion ELT tool, resulting in centralized warehouse management, increased efficiencies, and a 50% reduction in costs. Implemented SSO integration, streamlined partitions, and introduced clustered indexing through stored procedures.Architected a centralized Enterprise Data Management environment, integrating centralized data marts into the reporting interface. This initiative eliminated redundancy, enhanced data integrity, improved response times, reduced technical debt, and enhanced transparency.Established multi-clustered Tableau Server environments (20+ instances, internal/external), reducing server response times and implementing server SSO/AD for 24/7 support. Facilitated seamless communication for external reporting and internal alerts to key stakeholders.

As a seasoned professional, I've transformative initiatives in Enterprise Data Management, driving organizational efficiency and innovation. I strategically revamped data infrastructure by modernizing legacy operations and streamlining business processes. Centralizing key functions across diverse platforms, I developed standardized data marts, optimizing operations across Customer Experience, Operations, Finance, HR, Sales, and Marketing.In a bid to enhance reporting efficiency, I identified and streamlined over 300 reports from disparate sources, consolidating them into 70 standardized reports. This initiative significantly reduced redundancy and improved report usability.I've also played a pivotal role in steering our Customer Relationship Management (CRM) initiative as a member of the steering committee. Tasked with implementing a new CRM system integrating Salesforce, Marketo, and In-contact, I've been instrumental in redesigning the customer journey experience and refining business processes. Currently, I'm actively involved in overseeing the successful execution of this project, driving it towards fruition.

Strategically designed and implmented a consolidated data-warehouse to include financial and operational information. Simplified processs of complex data structures, developing historical databases, establishing automation, logging and change management. Increased efficiency through indexing, data replication, and SSIS ETL automation. Utilized Azure cloud enviornment and integrated with ERP and CRM cloud based systems. Developed financial enterprise system with OLAP technolgy using Oracle Hyperion. Developed and automated a periodic forcasting model with a bottoms up strategy. Standardized reporting by utilizing tools such as PowerBI, Tableau, SSRS, Microstrategy, Python, SQL, Visual Basic and R. Integrated web base reporting into consolidated portal and consolidated all reporting to 70 reports from 300.

As a Financial Analyst at the Commercial Division, I oversee the collection and evaluation of financial data for approximately 300 projects. My responsibilities include monitoring project performance across various stages, from acquisition requests to decommissioning, using methodologies such as Earned Value Method, Earnings to Completion, and Earnings at Completion.I analyze monthly procedures to identify favorable and unfavorable outcomes, reporting improvements and trends to senior management. I am accountable for successful budgeting and forecasting initiatives.Additionally, I strategically plan and enhance key financial and performance reports for the entire company, addressing system development concerns within the Oracle environment and delivering multiple reporting solutions. I compile data from diverse systems like Success, Primavera, Cobra, and Oracle into MS SQL Server to optimize the Earned Value Management System (EVMS) reporting.I leverage Crystal reporting to produce monthly financial results, including profit and loss and operational analyses, particularly for significant projects like the $1B license stewardship project. Moreover, I spearheaded the establishment of the Sarbanes-Oxley Act – Key Performance Indicator (SOX KPI) tracker database, utilizing Crystal reporting and Business Objects Enterprise to streamline control testing response times.

Administered the implementation and testing of Sarbanes-Oxley 404, which entailed performing risk assessment, control rationalization, flowchart documentation, and control testing. Collaborated with third-party consultants, including Earnst & Young, Protiviti, and handled two direct reports.Executed financial audits on profit and loss and balance sheet as well as audits on manufacturing and field operations; which covered revenue recognition, storage facility, expense reporting, accounts payable (AP) recovery, manufacturing, and facility utilization.Effectuated proper revenue recognition and collection by designing revenue compliance.Developed an audit plan database; monitored and automated the yearly audit plan to observe high-risk audits.

Administrated the Inventory Support Department’ inventory management update system, which was designed to track booked values of inventory adjustments, classify shrinkage, and ensure proper receipt of all 1084 J.C. Penney stores.Thoroughly performed estimations and forecasting in support to inventory management as well as to various salon departments.Supervised an approximate of 25 to 30 employees, as well as receipt and settlement of third-party physical inventory counts against programmed inventory.Replaced the periodic inventory reporting system with Stock Ledger, a perpetual inventory system, enhancing the tracking of inventory procedures, such as receiving, book adjustments, and shrinkage.Spearheaded the implementation of Oracle Enterprise Resource Planning (ERP) for the Oracle Project Team, ensuring the functionality, format accuracy, data integrity and full support for the new system; produced procedure manuals and facilitated training for more than 600 staff across the shared service center. Established the AP process; executing non-capitalized and capitalized transactions. Assisted with the conversion of Platinum into a data-warehouse library system.Instituted the risk assessment, control rationalization and documentation for Sarbanes-Oxley 404, which were implemented throughout the shared service center.