New Customer Packaging
Sports Channel Tier Change
Cable Installation Analysis
Problem
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The company planned to launch a new package structure for acquisition / new customers, requiring alignment with existing financial reporting framework.
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The framework comparison between the old and new pricing needed to expose potential revenue dilution and accretion opportunities.
Action
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Built a comprehensive mapping table to translate the new package structure into the legacy format, incorporating acquisition volumes, revenue rates, gross profit, and margin schedules.
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Redesigned the customer profitability model to align with the legacy structure, ensuring accuracy within a minimal margin of error.
Result
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Delivered a financial schedule adopted by senior leadership as the foundation for all new subscriber profitability analysis.
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Leveraged soft launches and iterative feedback cycles to refine outputs and ensure alignment, ultimately supporting insights that identified a $4.3M year-over-year uplift.
Significance
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As the local finance team developed a new package structure, there was no established precedent to guide revenue recognition and mitigate potential financial risk.
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The insights generated through this analysis were critical in informing subsequent budget planning and decision-making.
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The $4.3M year-over-year revenue increase represented approximately 3 percentage points of the division’s monthly revenue.
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The analysis provided a data-driven foundation for evaluating the financial impact of the new package structure.
Problem
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The agreement to retain a sports channel within the lowest digital tier expired, and the company planned to transition the channel to a higher-priced tier.
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This change introduced multiple potential customer outcomes: upgrading to retain access, remaining on the current tier without the channel, or disconnecting services altogether.
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Leadership required a way to quantify the impacted customer base and evaluate the financial and behavioral impact of the tier change.
Action
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Developed a Tableau dashboard to visualize customer impact before and after the channel tier change, including distribution and gross profit shifts.
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Collaborated with senior leadership to define requirements, iteratively built and refined the tool through feedback cycles, and led kickoff and post-launch sessions to drive adoption and continuous improvement.
Result
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The dashboard was successfully launched and widely adopted by senior leadership as a decision-support tool to monitor customer behavior and inform the timing of subsequent channel tier changes to support accretive gross profit.
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Its impact and effectiveness led to adoption across the company’s other two divisions, where it was recognized as the best practice for evaluating similar initiatives.
Significance
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Between 2022 and 2023, sports programming became an increasingly significant driver of incremental revenue growth on a per-unit basis.
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As programming agreements approached renewal, channel positioning and pricing emerged as key negotiation levers, creating opportunities to balance value for customers, programmers, and service providers.
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This analysis and supporting tool provided a structured framework for assessing the financial and strategic implications of channel positioning decisions.
Problem
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The company needed to find ways to identify cable installation cost reduction.
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Self-Installation failure rate needed to improve in order to reach budgeted cost goals
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Detailed analysis was required to identify improvement opportunities
Action
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I used SQL in dBeaver to pull the data and developed a Tableau dashboard to visualize installation failure outliers down to the lowest grain.
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The views were cut by division, region, reason, team, and individual.
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These views were helpful in finding where the vulnerabilities were and finding out which failure reason code was most prevalent.
Result
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Leveraging the insights from the analysis shown on the dashboard and collaboration with my stakeholders we improved the Tech Recovery Rate (Volumes of In Person Tech Service due to Failed Self Install) by $350K per month.
Significance
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I identified a budget risk associated with self-installation one-time-charge revenue and proactively led efforts to improve self-installation success rates to mitigate the potential shortfall.
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Analyzing the root causes of self-installation failures and sharing actionable insights with frontline teams was instrumental in driving accountability and closing the budget gap.
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The resulting $350K in monthly savings equated to approximately 13% of the division’s installation costs, delivering a significant operational efficiency benefit.
Projects: Solutions | Collaboration | Data Analytics | Data Management
Projects: Enterprise Change Management | Achieving Buy-In & Influence
Problem
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The Business Intelligence (BI) organization underwent a significant transformation in ownership and governance of data mining, insights development, data visualization, and analytics consumption.
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Responsibilities that were previously managed by regional and divisional analytics teams were centralized under the Enterprise Business Intelligence (EBI) organization.
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I was responsible for leading the change management effort, ensuring a smooth transition of data access, reporting, visualization platforms, and analytics capabilities from local teams to the centralized EBI model.
Action
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Established and chaired the West Division Data Strategy Board, bringing together representatives from 10 business units to align data priorities, governance, and strategy. I also led the Finance and Business Operations (FiBO) Subcommittee, focused on improving data efficiency, reducing costs, and identifying opportunities to enhance profitability and EBITDA performance.
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Assumed oversight of data access governance, analytics tool approvals, and reporting rationalization efforts. Partnered closely with divisional and enterprise data leadership teams to drive standardization, improve operational efficiencies, and advocate for the West Division’s data and analytics needs.
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Served as a key contributor in the design and refinement of the enterprise BI Operating Model, strengthening collaboration across divisional and corporate teams. Helped establish processes to identify and scale data-driven opportunities, improve self-service analytics, eliminate redundant reporting efforts, and address critical data governance and reporting challenges.
Result
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Created greater accountability and alignment between divisional analytics organizations and enterprise BI teams through the implementation of a comprehensive dependency mapping and RACI framework.
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Led analytics transformation initiatives impacting more than 400 employees, including the consolidation of 2,500 reports and the retirement of 4,000 legacy data assets.
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Enabled a scalable operating model that improved collaboration, streamlined data management practices, and reduced duplication across the enterprise, creating a stronger foundation for data-driven decision-making.
Significance
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Local data teams were accustomed to managing the end-to-end analytics lifecycle. A key challenge was building alignment and trust in the centralized EBI model by demonstrating how the transition would improve scalability, governance, efficiency, and long-term business value.
Customer Calls BOT Technology Launch
Data Community Change Management
Problem
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The company was preparing to launch a new BOT-driven credit recommendation tool designed to suggest customer credit amounts based on predefined business rules and eligibility criteria.
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While the BOT provided recommended credit amounts, customer service agents retained the ability to issue additional discretionary credits during the same interaction.
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This created a risk of duplicate crediting, potentially leading to significant unplanned expense and budget overruns.
Action
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Led the validation and testing of the BOT functionality to ensure credits could be accurately traced to the originating agent, enabling accountability, performance monitoring, and coaching.
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Identified a critical flaw in the BOT logic that allowed duplicate credits to be issued and partnered with engineering teams to design and implement a solution.
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Presented findings and financial risk assessments to executive leadership, successfully influencing the decision to delay the launch until the issue was fully resolved.
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Partnered with project management and business stakeholders to execute change management activities and realign launch expectations while corrective actions were completed.
Result
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Prevented an estimated $10 million in annual expense exposure by identifying and resolving a critical defect prior to production deployment.
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Eliminated duplicate crediting that would have affected approximately 10,000 customer accounts, improving process controls and customer account integrity.
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Enhanced accountability and reporting capabilities by ensuring credit activity could be traced and monitored at the individual agent level.
Significance
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The BOT launch timeline was considered a high-priority strategic initiative with strong executive support and an expectation of on-time delivery.
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Challenged the planned deployment by presenting data-driven evidence of the financial and operational risks associated with the identified defect, ultimately securing leadership alignment to postpone the launch.
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Demonstrated the ability to influence senior stakeholders, balance business objectives with risk management, and prevent a costly issue from reaching production despite significant pressure to maintain the original launch schedule.
Problem
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Existing compensation structure lacked alignment between employee earnings potential and company profitability for a team of 80 Inbound Sales Representatives managing approximately $1.3M in annual compensation volume for the region.
Action
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Led end-to-end redesign of the compensation plan, conducting financial modeling, stakeholder analysis, and change management activities to create a new rate structure that balanced sales incentives with business objectives.
Result
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Successfully launched the new compensation program across 80 representatives, demonstrating measurable value for employees while improving compensation cost effectiveness for the organization.
Significance
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Delivered a scalable compensation framework that increased alignment between performance, employee engagement, and company financial goals.
Regional Inbound Sales Compensation Plan Transition
Thought Leadership | Speaking
Presenting strategic insights on data-centric decision making and inclusive leadership at premier industry forums
• Leaderfest: Decision Making Using Data, 2024
• Skill Forward: Beyond the Blueprint: Decision Making Using Data, 2024
• Feed Your Career: Adaptability and Flexibility, 2024
Operational
Success |
Problem Solving
Core Competencies: Problem Solving | Critical Thinking | Strategic Planning | Stakeholder Management
Stimulated fiscal gains by applying insights that increased volume and curtailed churn | Unified headquarters and regional divisions to streamline performance reporting | Oversaw multi-disciplinary data projects to align business capabilities with subscriber financial goals | Utilized SQL and Tableau to revamp profitability analysis and enhance pricing models.