Work
What changed, and what it was worth.
Each of these reads the same way: the problem, what was at stake, what we did, what changed, and the numbers. Where we cannot name the client, we name the scale.
Evidence
Four pieces of work.
Three from Fortune 100/500 programs our team has delivered. One from ARC Advisory. Client names withheld where required.
Confidential · global cybersecurity company
Coordinating 300+ features so release investment showed up in sales
An enterprise cybersecurity product line where feature volume had outpaced release value. The work was to coordinate 300+ features into a program that improved what reached customers — and what that was worth.
Features coordinated
Improvement in release value
Program tied to revenue
Confidential · large-scale consumer platform
Customer-data architecture at tens of millions of profiles
CDP and data-platform delivery for a consumer business operating at Ticketmaster scale: tens of millions of customer profiles, complex enterprise constraints, and a platform that had to hold up under live-event load.
Customer profiles in scope
Enterprise data architecture
Delivery under live load
LEGO · NFL · live entertainment
Brand and consumer programs at global scale
Technology delivery for global consumer brands and live-entertainment platforms — including programs with LEGO and the NFL — where the work had to survive fans, event deadlines and brand standards.
Brand and consumer programs
Live-entertainment programs
Environments the work shipped in
Confidential · mid-market operator
Three competing initiatives, one sequenced roadmap
An Integrated Transformation Diagnostic: three overlapping digital bets, no shared view of debt, and a board asking which one to fund. Five weeks later — one sequenced plan with named owners and an investment order.
Competing initiatives, resequenced
Diagnostic to board-ready plan
Investment sequence attached
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