Led a team supporting financial, analytical, and strategic initiatives within Dana-Farber’s fundraising division, which raised $350M+ annual revenue. Promoted to Director in 2021 due to outstanding performance.Managed team of five, including one manager; hired, onboarded, and coached analysts, achieving 100% promotion record for eligible team members while leading ongoing career growthFostered a continuous improvement culture by implementing learning initiatives and emphasizing collaboration, communication, and process improvement; developed team values, vision, and goals and aligned team initiatives to division strategyMaintained high team performance despite staffing levels fluctuating between 50-75% of capacity, ensuring consistent project delivery and quality for core operational responsibilitiesCollaborated cross-functionally with senior leadership during $2B fundraising campaign, designing forecasts, models, and visualizations to enable performance tracking against goals and KPIsDefined and delivered strategic insights and recommendations to senior management, Board of Trustees, VIP donors, and team leaders, supporting growth and operations of fundraising programsOversaw financial operations, including FP&A collaboration, contract and expense management, and troubleshooting data-related issues, on behalf of 18+ internal teams; strengthened communication with internal stakeholders and established strong relationships across all teamsManaged the annual $15M+ programmatic budget process for 30+ cost centers; streamlined operations, coordinated efforts among teams, and presented recommendations to senior leadersEstablished and led BIPOC Staff Safe Space group, organizing biweekly meetings to enhance DEI efforts, share lived experiences, and foster staff belonging; shared insights, recommendations, and concerns with senior leadership regarding DEI priorities as Safe Space lead and subject matter expert

Led a short-staffed team through a hiring freeze, assuming additional responsibilities and covering the vacant Director role; successfully promoted to Director in 2021 due to outstanding performanceHired, managed, and coached a Senior Business Analyst who advanced to Assistant Director, demonstrating leadership, talent development skills, and commitment to internal promotionsAnalyzed $40M+ of Division expenses for Cost of Funds Raised report, detailing annual ROI of each fundraising program; presented actionable findings to senior management to inform strategic decisionsOrganized and led monthly revenue forecasting process, collaborating with 11 fundraising teams to create comprehensive reports for senior leadership and finance teams, improving forecasting accuracyDeveloped a revenue model for $200M+ in planned gifts by using life expectancy data, providing long-term revenue forecasts and strategic insights for the next three decadesAnalyzed fundraising results to identify high-potential markets, delivering insights to Philanthropy marketing leadership for aligning Division efforts with central marketing teamCollaborated with senior leaders to align the gift tracking system with Campaign priorities, creating automated reporting for priority KPIs, enhancing reporting efficiency, accuracy, and consistencyInnovated, optimized, and created processes for operational, reporting, and analytical tasks, streamlining workflows, improving overall efficiency, and enabling increased real-time reportingFounding member of DEI Council, a cross-functional team dedicated to planning and executing DEI initiatives aligned with organizational prioritiesServed on the DEI panel interview cadre, evaluating job candidates through DEI lens and contributing to training sessions for new members, supporting the development of an inclusive hiring process

Managed projects and communications with remote team in India (3-6 members); reduced errors with improved documentation, feedback, and real-time communicationMentored entry-level analysts, fostering career development with skill training in SQL and ExcelCreated SQL-based QA process for multi-box products during data structure transition

Managed team of 12 handling data operations, reporting, and analyticsExpanded team from 6 to 12, overseeing hiring across multiple rolesCultivated team culture emphasizing skill growth, process improvement, and collaborationEnhanced team skills through “SQL Class” sessions and ongoing coachingImproved analytics team HR processes by implementing annual performance reviews, introducing weekly 1:1 meetings, and enhancing new hire onboardingStreamlined reporting, optimized workflows, and automated QA, supporting 25% claim volume increase without additional staff