Responsible for delivering the tools, processes, and technologies that enable business teams to make data-driven decisions. Define and execute a global analytics and data science technical strategy, architecture, and roadmap to deliver tactical and strategic initiatives partnering with business and IT leaders to deliver data insight to actionable outcomes. Build out a center of excellence and lead a team of data-driven analysts who are responsible for creating insight-driven analytics with domain experts.

As Senior Implementation Engineer worked with the Global Finance team to integrate the financial systems of legacy Shire, Baxalta, and Takeda and shorten the monthly close process by two days. • Led the design and implementation of an end-to-end analytics platform to support Project Quantum to achieve best-in-class record-to-disclose standards. The platform integrates SAP month close journal entries, Intercompany Out of Balance, HFM promotion actions, and HFM journal entries to track and monitor key performance indicators aligned to Tokyo (JST) deadlines. The use of point-in-time data sets makes it much easier to leverage data-driven insights from integrated financial systems and enhances business partnering. The process monitoring dashboard measures process performance and identifies root causes for delays, which helps to identify and prioritize initiatives to streamline the financial close process.• Led the design and implementation of Project Sakura data analytics platform to support integrating the financial systems of legacy Shire, Baxalta, and Takeda into a single global platform within two years following $56B acquisition. The validated platform supported the data migration process between Shire SAP and Baxalta JDE to Shire HFM sub-consolidation, Takeda HFM reconciliation, intercompany matching and reconciliation, Takeda Product Data Warehouse (PDW), and daily sales and units reporting. The Project Sakura team received the Takeda Global Finance Award (2020).• Implemented IT Governance systems and processes to manage and deploy analytical models securely, efficiently, and in compliance with SOX requirements. In addition, the approach ensures that analytical models, master data, and measurements are consistent across QlikView and Qlik Sense platforms.

As Senior Implementation Engineer consulted with the Global Finance Information Systems (GFIS), Corporate Services, and International Commercial teams to implement actionable dashboards. • Led the development of a data model to support the delivery of Insights Cockpit web mashup optimized for scaled, secure deployment to combine net product sales, units, product launch dates, operational expenses, sales force, and patient data sets. Delivered a governed self-service data discovery capability that enables users to visualize data, build and share dashboards and pixel-perfect reports.• Consulted with the Corporate Services team to deliver end-to-end deployment and training of “Requisition to Pay” and “Invoice to Cash” business process dashboards to measure and benchmark the effectiveness of centralizing Accounts Payable & Accounts Receivable back-office functions after the Baxalta merger. Provided analytics to bridge the gaps between Shire SAP, Baxalta JDE, and Coupa and measure the effectiveness of the new processes.• Delivered intraday global consolidated sales, units, revenue, and gross margin reporting to the Global Finance Analytics team as part of Shire’s $32B merger with Baxalta. The Shire OneVision platform provided global intraday integration of Shire SAP BW and Baxalta BioVision to deliver consolidated sales flash and revenue within 90 days of transaction close. Provided the capability to quickly dive in from a top-level consolidated number to ERP detail, while at the same time maintaining data integrity with HFM master data.• Led the design and implementation of Global Finance end-to-end analytics platform to support Shire's daily sales volume, deductions, revenue, and operational expenses optimized for scaled, secure deployment by the line of business.

- Led transformation initiative to create Global Business Intelligence Center of Excellence; oversee umbrella of data warehousing, BI, and analytics initiatives and teams across multiple platforms (QlikView, QlikSense, Oracle Business Intelligence, Oracle, SAP, Agile, Hyperion). - Implemented large federated environment with an average 60%-70% reuse of content for all new development. The result is unprecedented cycle times for delivering actionable insights upon a solid foundation of development standards, change management, and agile development practices- Daily Revenue Flash - global information and process initiative to deliver daily revenue and gross margin dashboard for $2.5B organization to include capital, services and disposable product lines. Single global data model with custom views for each division. Includes sub-ledger transactional details to customer, product and geography which supports streamlined Sales Journal and monthly financial close processes.- Developed QlikSense mobile application for direct field sales force with intraday updates of open sales orders, shipments, and invoices to improve the ability to manage sales performance against plan and identify and execute pull-through revenue opportunities.- Manage and led Global Service Operations business transformation initiative to build more integrated data and analytics, develop analytical capabilities throughout the organization and empower colleagues to solve problems and achieve goals that deliver customer value and satisfaction- Manage and led implementation of Information & Process Architecture Governance standards to manage and deploy analytical models in an efficient, secure and compliant fashion- Post-Merger Reporting and Analytics - within 90 days of close developed an integrated Diagnostic Business Unit Sales Performance dashboard with daily integration of SAP and Oracle OBIEE content to accelerate knowledge transfer and support integration of global operations.

- Managed and led strategic change initiative to achieve additional value from large SAP implementation through adoption of business process architecture to consolidate departmental initiatives into a structured program which enables cross-functional collaboration and innovation around shared performance goals- Developed and implemented a successful business case for enterprise-wide analytics capability based upon high user adoption, by partnering with business process experts to develop dashboards and proactive monitoring of process compliance and data quality- Demand-to-Supply business transformation initiative achieved sustainable business process maturity utilizing dashboard analytics to improve sales order fulfillment and average material service level within 90 days; reducing product back orders by 92%, number of expedited supply chain activities by 55% and minimized at-risk manufacturing orders by 86%.- Led Demand Planning initiative to re-engineer the monthly worldwide demand forecasting process to provide complete transparency, streamline the management of forecast adjustments and simplify the process to manage new product introductions.

- Managed and led efforts to implement Program Management Office to provide central coordination and monitoring of progress towards targets in a predictable and efficient manner for $30M annual new product development portfolio- Developed training, tools, processes and metrics to benchmark product development performance and support cycle time reduction and R&D efficiency improvement initiatives- R&D Core team member and SAP Project Systems lead for global SAP implementation- Facilitated Procleix® West Nile Virus Assay core team to establish rapid development timeline to achieve FDA mandate to protect the nation's blood supply. Core team beat every date in their original plan through application of innovative approaches to product development.

Developed an interactive presentation for the seminar "Leading Projects" which provided a practitioner perspective on the subject of facilitating the success of groups of people working together

- Program management and process improvement services firm solving strategic business and technology problems in public and private sectors.- Led nine multi-discipline engagement teams of 13 consultants with annual revenues in excess of $4M- Ensure on-time, within budget delivery of project management solutions within the Healthcare Business Unit- Develop and manage senior level client relationships as the conduit between project teams and client leadership

- Managed the sales and distribution of $4.4 million territory covering over 250 accounts in three states. - Provided technical sales presentations to ophthalmologists, allergists and primary care physicians detailing prescription drug treatments within the anti-infective, steroid, surgical, allergy and glaucoma markets. - Used prescription database to perform marketing research and competitive analyses for seven brand name products. Identified growth areas for business development and increased productivity and profitability of sales efforts. - Met and exceeded sales and distribution goals for five brands

- Supervised efforts of 10 cost analysts to provide cost management for over 4,000 satellite terminals worth $7 billion. - Prepared and defended cost estimates, analyses and trade-off studies in support of program budget submissions, proposal evaluations, expenditure profiles, and overall financial management and schedule analyses. - Estimated cost and schedule resources required for programs supporting U-2 system development, production, operations and maintenance. - Provided analysis of cost-schedule-performance trade-offs for advanced electro-optical reconnaissance sensors, data links, ground stations and defensive avionics technologies