Led a team responsible for all things data around CRM, operations, sales, engineering, reporting, customer retention, and analysis

Managed a team of analysts and developers who produced NewRez’s ad hoc, production, capital markets, customer-retention, operations, and compliance reporting. My team also executed and tracked NewRez’s retention campaigns, built predictive models and forecasts, and conducted in-depth analysis.

Led a team responsible for producing analytics to help the sales team succeed in the digital and direct mail market place. We also produced reports and analytics around audience reach and data quality for each advertiser's campaigns.

Helped companies make better, faster, more informed decisions by thoroughly analyzing data and constructing custom, insightful, easy-to-understand, and highly visual analytic displays and dashboards.

Summary: Managed a diverse team of business intelligence/data analysts who analyzed and visualized critical aspects of Advanta’s business using data mining, statistical models, geographical analytics, dashboards, and innovative visualization software. Presented cutting-edge, visual analyses to the CEO twice monthly. The visualizations revealed important trends in the business unknown to senior management, despite being published in many reports throughout the company. Presenting the trends in a new, highly visual yet simple way made them unmistakably obvious. One analysis showed a need to focus on a micro-segment of the business. Acting on the new information, the CEO announced to the shareholders that the company was going to change the direction of the business to focus on the micro-segment.Created and implemented operational dashboards. The dashboards provided instant insight for Advanta’s collectors by providing them with relevant and timely information, allowing them to instantly identify and apply appropriate pressure points to improve their efficiency. The group using the dashboard did 30% better than the group without the dashboard.Developed critical success factor tracking dashboards for new customer acquisition programs. The dashboards were shared with the CEO and other senior executives every week. The new dashboards provided insights into early indicators of profitability, like spend and payment behavior, allowing senior management to quickly identify unsuccessful programs and either eliminate or alter them. Prior tracking efforts on new customer acquisitions were laden with numbers and tables and were not highly actionable.

Summary: Managed a team of business intelligence/data analysts who monitored and optimized interest and fee income via targeted data mining, analytics and new information.Implemented an automated tracking platform to monitor nearly $1 billion of interest income. The new platform used SAS/SQL to fully automate the email distribution of mission critical portfolio income metrics to the CFO 10 hours earlier each day. By getting the information so much earlier, the CFO was able to know first thing each morning how the largest driver of income was measuring up compared to forecast.Devised new analytics that uncovered a $20MM (3%) increase in the 2007 interest forecast. The new analytics segmented the drivers of interest income in a way that prior MIS failed to, causing a revision of the old forecast upward.Developed and implemented enhancements to reprice and promotional balance generation programs resulting in $18MM in incremental interest income over 3 years.Created a relational database that segmented promotional balances and interest from non-promotional. The new database led to improved forecasting of interest and customer-level profitability modeling.

Summary: Focused on improving ways to use data in critical areas like new customer acquisitions and finance.Negotiated a $2 million reduction (16%) in credit bureau costs while increasing the quantity and accessibility of data captured through prescreen and back-end credit bureaus.Identified and integrated a rich source of data that, for the first time ever, allowed the company to accurately track key metrics to profitability. Six years later this data source is still key to most financial analytics in the company.Integrated cardholder transaction-level data into the data warehouse. Intelligent use of the data resulted in a 40% increase in response rates on specific offers.

Summary: Drove improvements to the customer acquisition process via improved tracking, reporting, and reduced timelines using business intelligence/data analysis techniques.Established automated daily campaign tracking using Visual Basic, SAS/SQL, and Excel. The reports enabled the decision support and marketing departments to read test results and make decisions 1 week earlier than before.Reduced campaign timeline by 5 days (15%) by combining two separate processes at the credit bureaus. This step also allowed Advanta to remove duplicate names mailed, saving the company $800K annually.Increased marketable universe by 40% by incorporating Equifax and Trans Union into the prescreen campaign process.