Responsible for defining and launching productized analytics solutions and delivering analytics at scale with high margins to a virtually untapped segment of the lending market. Product suites include generic scores and strategies, segment-specific and specialty scores, configured models and strategies, fully tailored models, and optimization and data-aggregation software. As an analytics expert representing Experian, showcase the power of analytics in public forums and in client-specific engagements. • Democratizing decades of expertise through templated solutions that are used to accelerate the development of generic, specialty and custom analytics • Transforming pricing model from project-based to transaction-based with payment optionality, creating stable revenue streams and deeper client relationships

Member of IIA’s leading group of analytics thinkers, dedicated to the sharing of knowledge and best practices to improve the collective discipline of professional analytics.

As an analytics executive I had to find a way to to make analytics work for my company. Now I teach others the base of knowledge I developed through 15+ years of trial-and-error.Offerings include keynotes, workshops, and 1-1 coaching.----------A robust data and analytics capability is table-stakes for all organizations. So why are most still struggling to bridge the divide between data and business value?Over the course of 15+ years of hands-on experience as an analyst, analytics leader, and business executive, I’ve developed a practical approach to this specialty. My goal for every engagement is that participants can immediately act on what they’ve learned. That usually falls into three categories:1) For the analyst, becoming a strategic thought-partner(e.g.: gathering context and becoming a consultant, analyzing data and drawing business-oriented conclusions, communicating results in a single slide, using a business-case mentality to tie everything to ROI)2) For the analytics leader, maintaining alignment to business strategy(e.g.: agreed-upon purpose and approach, prioritization and decision ownership, portfolio management, internal and cross-functional operating rhythms, organizational and engagement models, funding and staffing models)3) For the business owner, knowing your role in the value-creation process(e.g.: what you should expect from your analytics partner, providing context at the strategic and tactical levels, making your analytics partner a member of your team, sizing level of effort and ability to act before a solution is build)Applied business analytics is still a very new discipline, and my generation is the first to attempt the promise of data-driven value. The work I started out of professional necessity has become a personal passion: I want to help every analyst to avoid the mistakes I made during my trial-and-error period, and I want every company to achieve the full return on their analytics investment.

Managed centralized analytics function that supports consumer lines of business across all products, channels, client segments and strategic initiatives. Responsibilities included business intelligence, predictive modeling, market research and commercial analytics. Reported to CEO’s Chief of Staff and Head of Enterprise Analytics. Responsible for $3MM market-research budget.• Exponentially increased the economic impact of KeyBank’s analytics team by elevating role from reactive data provider to proactive strategic partner. Established a discipline for measuring ROI. Up-skilled analysts with custom training for improved partner engagement and communication of data-driven recommendations.• Increased relevancy of analytical efforts by establishing new ways-of-working, including adding analysts to business initiative working groups and ensuring analytical solutions are developed in concert with LOB execution plans.• Inverted workflow management from analytics-centric model to LOB-centric model by establishing an engagement model with LOB partners to create transparency, facilitate prioritization and provide easy access to the entire analytics ecosystem; credibility and trust improved, as evidenced by a staffing model that now includes direct LOB funding of analytics resources.• Improved reporting function by identifying roadblocks and designing future-state reporting strategy and tactics.• Fortified employee engagement by building cross-functional analytics community focused on self-identified topics, activities, and programs of interest.

Managed $650B in balances and set interest rates on all consumer and small-business deposits products. Led team of 30+ FTE and reported to Head of Consumer Deposits Products. Fourth significant promotion in less than 10 years of service• Successfully transformed enterprise-wide deposits pricing strategy from the traditional approach of business intuition and grandfathering products to an innovative approach based on price elasticity and optimization models that included a machine learning “wrapper” to stabilize predictive accuracy through an evolving rate cycle; approach granted full approval by Model Risk Control in accordance with regulatory requirements.• Recruited to orchestrate critical redesign and execution of struggling multimillion-dollar project; subsequently reclaimed design leadership and control from vendor, ensuring project delivery and $65MM efficiency per basis point saved.• Secured three-year, $21MM funding commitment for new technology platform by embedding its value into senior leaders’ strategic narrative; enabled a critical transition to micro-segment pricing

Managed various consumer-analytics verticals (12+ FTE) including client experience, savings product, and mortgage and deposits pricing. Reported to Head of Consumer Analytics.• Built highly functional analytics team from loosely organized group of unskilled individual contributors; first analysis resulted in multimillion-dollar cost avoidance.• Created analytically driven path forward for 18-month, enterprisewide client-experience strategic initiative by aligning action-oriented client feedback, behaviors, and attributes with client-experience driver categories; redefined partnership between market research and client experience analytics into integrated function.• Defined bank's “top customer problems” by combining client feedback across multiple surveys with operational data to enable root-cause analysis and estimate likely improvement in client experience if eliminated; identified lack of current client contact information as primary driver, prompting enterprise-wide technology-based solution.

Established model risk support function within Consumer Model Development organization to advocate for needs of model developers and reduce time spent in model-review process. Managed team of 15+ FTE and reported to Head of Consumer Model Development.• Influenced bank's response to new model-risk regulations as its only LOB committee member by advocating for business-centric interpretation of new regulation; also leveraged this event to replace theoretically derived procedures and guidelines with those based on practical experience supported by primary research.• Significantly reduced amount of time and energy model developers spent on governance-related activities by establishing model-management team to standardize, simplify, and automate recurrent needs and repetitive activities for 800+ consumer lending and deposits models.• Spearheaded top-talent recruiting pipeline (undergraduate through PhD) with University of Michigan's statistics department by leveraging existing relationships with professors, enhancing ability to successfully recruit outside program while also replicating model with centralized analytics-recruiting team for select institutions.

Managed Credit Card Risk Modeling team (5+ FTE) and reported to Consumer Risk Modeling Executive.• Defined and narrowed scope of client risk score that had already been in development for over a year, resulting in implementation and conditional approval within six months.• Reduced losses by incorporating macroeconomic data into client-level risk models.

Dispatched to Mumbai, India, for this role and reported to Quality and Productivity Risk Executive.

Taught all levels of high school mathematics -- including Advanced Placement and International Baccalaureate -- in Costa Rica (3 yrs), Mexico (2 yrs), and China (2 yrs).