Led data and analytics team focused on building a scalable and sustainable data environment, establishing companywide trust in data and operational reporting, and enabling advanced analytical capabilities that drive business performance. Created a three-year road map to transform the culture within defined business objectives. Supported all functional business areas, including sales, marketing, pricing, retail, member experience, operations, food and beverage, sports and wellness, human resources, and Environmental, Social, and Governance (ESG). Influenced strategy and decision-making through operational reporting, ad hoc analyses, actionable recommendations, and model creation.• Developed tools and processes to increase speed of membership pricing decisions from quarterly to weekly resulting in a high single-digit percentage increase in total membership initiation fees and monthly dues revenue.• Centralized and standardized club-level KPIs reporting to save General Managers (GMs) an estimated 15k hours a year to focus on other value-added efforts only they could perform. • Developed a membership churn scoring model to identify at-risk members for potential interventions that outperformed vendor solution and saved the organization a six-figure cost in year one and an ongoing yearly maintenance fee. • Established data strategy across ingestion, modeling, governance, and curation, which addressed the shortcomings of the previous three failed environments, to enable high performance, consistent results, and scalable operations.• Created enterprise demand intake and prioritization process with C-suite to align limited resources across organization's most important initiatives.

Built and led a global analytics team to focus on data collection, measurement, and optimization of company-owned channels (websites, mobile apps, and contact centers). Analyzed over a billion yearly contacts and an 11-figure yearly revenue, from both B2C and B2B audiences, through the channels and industry-leading products within those channels, such as Digital Key, Connected Room, payments, and messaging. Influenced strategy formation and decision-making through operational reporting, ad hoc analyses, actionable recommendations, and model creation. • Drove a consistent eight-figure a year in attributable booking revenue, with additional value from membership enrollments and credit card sign-ups, through data-driven tests.• Conducted diverse analytics to generate targeted behavioral insights during and after the pandemic that refocused content, optimizations, navigation, and marketing initiatives to capture key audiences. • Aligned back- and front-end data sources to identify and address data collection and processing gaps that resulted double-digit point improvement to Digital Key successful unlock rates.• Implemented enterprise demand management system to capture, prioritize, and execute analytical support requests and improved visibility to engagement partners regarding demand volume.• Developed tools to measure normalized performance and tailor training and incentive programs toward appropriate contact center agents.• Managed a seven-figure budget encompassing people, tools, and projects; effectively allocated resources and funds to maximize return on investment.• Analyzed and optimized new website platform to meet or exceed all KPIs within months after launch.• Rebuilt organization to encompass a broader, more aligned scope following dynamic COVID-19 impacts.• Established data strategy and governance principles to enable high performance, consistent results, and scalable operations across the Customer Experience organization.

Created and led global team focused on understanding the customer journey across disparate touch points and data sources in both digital and physical worlds to identify opportunities, anticipate needs, and improve end-to-end experiences. These efforts mostly involved Walt Disney World, Disneyland, Disney Cruise Line, and Shanghai Disney Resort. Influenced strategy formation and decision making through operational reporting, ad hoc analyses, actionable recommendations, model creation, and solution development. • Promoted from Manager, Cross-Channel Analytics to Senior Manager, Omni-Channel Analytics. • Drove a consistent eight-figure a year in attributable channel revenue through data-driven A / B and multivariate tests on websites and mobile apps.• Built automated and scalable self-service reporting capabilities that offered actionable insights, improved efficiency, and aligned organization on a single version of the truth.• Created data environments, analytical tools, governance procedures, and training materials to enable analytical capabilities within sales and marketing at Shanghai Disney Resort as part of the Opening Task Force. • Managed multimillion-dollar data environment projects to drive consistent use of data across the organization through data strategy/governance.• Championed the measurement and optimization of enterprise-wide efforts to improve the customer experience through channel optimization. • Explored and analyzed artificial intelligence (AI) /machine learning (ML) capabilities through a partnership with advanced analytics teams to increase analytical scale and sophistication across the organization.• Prepared presentations and reports for senior executive audiences through collaboration with business partners and colleagues.• Directed the analyses and recommendations for a Walt Disney World cart accessible across the website and contact center to reduce friction and improve the omni-channel experience.

Created and led bi-coastal team focused on analyzing and optimizing digital behaviors across sessions, devices, platforms, sales channels, marketing campaigns, and marketing channels. These efforts mostly involved Walt DIsney World, Disneyland, and Disney Cruise Line. Influenced strategy formation and decision making through operational reporting, ad hoc analyses, actionable recommendations, model creation, and solution development. • Drove a consistent eight-figure a year in attributable channel revenue through data-driven A / B and multivariate tests and proactive and algorithmic chat invitations on websites and mobile apps.• Established an initial Center of Excellence for “big data” collection, storage, and analytical use within the division. • Created and implemented forecast, propensity, and recommendation models to make “big data” small and better aligned for effective use.

Indvidual contributor focused on driving revenue and taking revenue management principles to other lines of business. These efforts focused mostly on Walt Disney World, Disney Cruise Line, Disney Vacation Club, ESPN, and ABC. Influenced strategy formation and decision making through operational reporting, ad hoc analyses, actionable recommendations, model creation, and solution development. • Promoted from Analyst, Yield Management to Senior Analyst, Management Science & Integration, to Project Manager, Management Science & Integration.• Devised capital authorization requests, pro forma documentation, request for proposals (RFPs), proof of concepts (POCs), and other documentation to facilitate projects and solutions.• Managed multimillion-dollar projects to develop hybrid revenue management systems that generated an eight-figure incremental revenue for Walt Disney World and Disney Cruise Line.• Developed an inventory optimization system that led to an eight-figure incremental revenue for the Disney Vacation Club.• Realized a double-digit percentage increase in year-over-year revenue per available room (RevPAR) than Walt Disney World with the highest growth percentage of any property segment.• Generated rating forecasts and inventory sell-through reports for Disney’s media networks to determine optimal price points for remaining commercial inventory.

Rotated through all shore-side departments including reservations, revenue management, technology, sales, marketing, finance, accounting, and human resources to learn the holistic business operation.• Led the development of a new company website that significantly increased site awareness and traffic by utilizing both search engine optimization (SEO) and pay-per-click (PPC) advertising.• Formulated competitive analyses, business plans, pro formas, and budgets for possible brand extensions into the adventure and European river cruising markets.