Leadership
I build the function, then the alignment that makes it stick.
The capabilities on this site did not exist before I built them. The pattern is the same across three industries: stand up the function from nothing, then build the relationships and trust that bring whole teams into alignment behind it. That cross-functional influence is what actually scales a data capability.
Built from zero
- Built a data-science function from zero in hi-tech manufacturing, recruiting and training the team, standing up the platform and the end-to-end pipeline, and making it the division's primary decision system.
- Built a global commercial reporting ecosystem from the ground up in rare-disease pharma as an individual contributor, translating strategy into the architecture, taxonomy, and KPI framework that scaled across the brand portfolio.
- Architected the enterprise governance framework and single source of truth the organization runs on today, aligning dozens of people across marketing, sales, IT, and outside agencies behind it, delivered in six months and extended since.
I have done both: built data capabilities that did not exist, and reshaped and scaled ones already running globally. The governance framework above was delivered inside a large, established organization; others exist because I drove them from the start, built alongside the team I brought with me. Same discipline either way.
How I lead
Almost none of this is solo work. Standing up a data capability means leading the people who feed it and the people who use it, most of whom do not report to me. I lead cross-functional teams across marketing, sales, IT, and enterprise architecture, and I manage the external marketing and development agencies that build alongside us.
Across a global brand portfolio, that means aligning stakeholders in different regions, each with their own priorities and their own version of the truth, onto one shared foundation. The only way that holds is by building trust and bringing people along, not by handing them a standard and walking away. Governance in particular lives or dies on adoption: the real measure is how many teams stop maintaining their own copy.
And I build it to last. The version that matters is the one that persists even as leadership changes, because the ownership, the standards, and the relationships are built into how the organization runs, not held together by any one person.