- Created an analytics practice within my micro-region, providing expertise to account teams for both short and long term engagements- Built a long term relationship with a customer that announced they would migrate off GCP over the next year. The guidance I provided helped them build a highly performant and cost effective data platform. The customer changed course and increased their spend instead.- Received multiple bonuses from leadership and peers for the high level expertise offered to account teams and customers- Hand picked by leadership to become a founding member of a team of overlay experts for the region as an analytics specialist- Took lead on the analytics portion of a long-term engagement with the largest GCP customer in the Eastern territory, helping the customer team define the use cases, acceptance criteria, and architecture for the initial phase of an analytics cloud transformation- Created and scaled out a program to train other data specialists on how to up-level conversations with customers in compete situations with other vendors, particularly those involving BigQuery- Became the go-to person in competitive situations with other analytics vendors- Certified speaker in Google’s Executive Briefing Center which provides speaking engagements to groups of customers where specialists provide overviews in their areas of expertise- Personally requested by three product teams to collaborate with the strategy and development of GCP products. Mentored one of the product engineering teams, guiding them to focus on more on user experience, simplicity, and clarity, earning recognition in the official release statement. - One of an early group of specialists to achieve L300 certification in Data Engineering for the Customer Engineer Proficiency Framework, a program where candidates are nominated by their managers to go through a series of classes and labs to reach GCP’s highest level of expert certification at the time.

- Mentored other solutions architects to focus less on just giving information about the AWS services and more on providing customers insights into how these services benefit them (ie I got them to stop talking about “what” and start talking about “why”), allowing customers to start making informed decisions on their own--without the need for AWS to keep advising them- Created automated upsert process for AWS Redshift that performed at scale and saved customer development teams hours to days of coding per table- Created a new compete strategy for Redshift against other leading cloud database vendors that shifted emphasis away from the company's traditional approach of comparing features lists and towards focusing on value add per dollar spent, resulting in multiple wins for sales teams who had struggled against competitors in the cloud analytics database space- Built a standardized demo platform in order to create demos using customer table schemas populated with mock data, saving AWS teams days to weeks of work per demo

- Built a data platform for a multi-billion-dollar agricultural company, giving the ability to link crop planning predictive analytics to retail sales- Part of a team of five who spearheaded one The Firm's largest digital transformation projects, successfully building a DevOps org, Agile process, cloud architecture, and Big Data platform from the ground up—client’s digital organization went from zero to fully operational (40+ employees, 40TB of data in AWS, full Agile process with four tribes) in less than 6 months, directly leading to an 8% year-over-year increase in revenue- Created a machine learning process to identify, tag, and mask sensitive data (PII, Trade Control, etc.) on Google Cloud Platform, allowing the client to shift application support to lower-cost, offshore teams. - Built a reusable, on-cloud data platform, allowing The Firm's digital teams to land at a client site and begin development on day 1, a capability typically not available until weeks of design and build time- Architected and planned an $18-million-dollar project for a public sector client that took the organization from a failed initiative to a successful first phase in less than six months- Designed and built the central data system for a major insurance company’s data governance program, allowing for a successful and on-time spinoff from its European parent company

- Created a data governance program for a leading open source software company that implemented a federated governance model allowing the organization to have an enterprise view of key data assets while business units retained autonomy.- Created a prototype for a contract management system (CMS) reducing the time to generate CMS reports from days to minutes.- Wrote blog posts on data engineering topics to increase the company's intellectual capital and to market successful case studies.

- Converted the organization’s data stores into a service oriented architecture, reducing maintenance and development time and increasing flexibility for future enhancements- Successfully turned around the company’s relationship with key clients by reorganizing and successfully rolling out key deliverables. Retained the business of one of the largest clients, saving the potential loss of $15 million in annual profit.- Raised transparency, doubled production release frequency while slashing production issues down to 25% by implementing a formal SDLC process, based on Agile, in an organization that had lacked a formal development process.- Took the company from a client-by-client view of data to an enterprise view by established a data governance process and master data management (MDM) rules. This was the first step towards commoditizing data that aggregates information on hundreds of hedge funds.- Brought a major project back on track by providing enterprise architecture documentation and an implementation plan for a total overhaul of the company’s front-end client web portal. Prior to my arrival, the project had fallen at least 6 months behind schedule and showed no signs of recovery.- Increased business adoption of the analytics system by introducing a time series solution using existing technology while minimizing performance and processing costs.- Increased development productivity 33% without added headcount and increased L3 support capacity with zero increase in budgetary cost by establishing a new offshore development and support model.Within my first month I was asked to take over the interim directorship of a department of over 40 people and a $12 million budget during a reorganization. Simultaneously managed several major projects. Mended a fractured relationship between internal business and IT by providing on-time deliverables with full transparency. In-house technical expert in POCs for new databases, data visualization tools, and Hadoop.

- Built the organization’s first business intelligence and analytics system from the ground up- Created a data governance process and a home-built Master Data Management (MDM) system that included metadata and reference data, data dictionaries, and data rules and lineage mapping- After a major corporate acquisition, expanded reporting threefold, increased data sources/volume/usage by 2X, all while reducing near-real-time transformation latency by 50% and maintaining a maximum benchmark query time of under 60 seconds.- Established Data as a Service in order to make changes to the system invisible to downstream consumers, allowing for a flexible system for future growth.System features:* 24-hour availability and the SDLC process had around-the-clock development.* Real-time OLTP and near-real-time analytics across multiple database servers loaded in asynchronous parallel for both replication and load-balancing.* Complex transform processes involved 10 times as many fact table updates as it does new fact rows.* Complete data history back to fund inception, offering both “as of” and “as on” reporting.* Vendor-agnostic, modular and flexible to change.Created first phase of the BI and analytics system without a staff, performing the architecture, development and requirements gathering/analysis duties. Hand-coded ETL due to budget constraints. Ran a POC of database vendors for new analytics platform. Created and grew the BI team with a staff totaling 19, both onshore and offshore, ranging from business analysts to application developers. Responsible for the system, the program management, and data governance process. Continued to do hands-on work as the lead architect, as well as in development. Managed the evaluation and purchase of new hardware and software. Advocated a forward vision of the data warehouse to senior management, creating road maps and long term project plans while simultaneously creating plans for each two-week iteration.