A growth-stage health analytics company needed predictable delivery without slowing down. I partnered with the CIO as trusted counsel to establish the operating model, define the rules of the road, and make delivery status something leaders could trust.
The CIO needed predictable delivery without slowing the organization down. The reality was waterfall habits, inconsistent planning, and reporting that required interpretation. Leadership wanted a delivery system they could trust.
- PMO operating model: demand intake, prioritization, risk and issue capture, and executive-ready portfolio reporting
- Agile SDLC shift: roles, ceremonies, artifacts, and clear definitions of ready and done, backed by a maturity roadmap
- Tooling alignment: guided evaluation of tools that supported both PMO visibility and Agile execution
- Capability lift: mentored PM leadership so the model held after the engagement
- One delivery language across teams, replacing ad hoc execution with shared standards
- Portfolio visibility leaders could use, including earlier risk surfacing and clearer tradeoffs
- A credible shift toward Agile practices with improved execution discipline

A P&C insurer needed a safer, faster way to ingest and normalize data from acquired companies. I partnered with the CTO as trusted counsel and led the engagement team to turn a manual, high-friction process into a repeatable onboarding capability.
M&A data onboarding was slow and labor-heavy. Each acquired dataset arrived with different structures, definitions, and edge cases. The business needed a repeatable way to ingest, map, and normalize that data with confidence in the output
- Led the engagement team and set clear success criteria with the CTO
- Worked with stakeholders to select representative datasets and validate requirements through the proof of concept
- Defined the end-to-end onboarding model, including automated mapping and normalization guardrails
- Delivered into pre-production and completed training and knowledge transfer so the internal team could carry it forward
- A repeatable path for onboarding disparate acquired-company data into a normalized structure
- Reduced duration and labor effort through automation and standardization
- A clean transition to internal ownership, reinforced by thorough handoff and training

A global MedTech organization needed its device data function to operate as a service and serve as a single source of truth for regulatory submissions. I partnered with senior stakeholders as trusted counsel to restore delivery credibility, strengthen governance, and create a model that could scale.
The organization needed regulatory-grade medical device data managed as a service, not as a one-off project. The program was well underway with no production releases, rising expectations, and a delivery model that could not keep up with the quality bar.
- Reset delivery around outcomes, accountability, and an operating rhythm leaders could run
- Established a monthly delivery cadence and created the conditions for reliable production releases
- Implemented data governance practices that held up in a regulated environment while staying flexible as the data landscape evolved
- Coached teams on Agile methods, quality discipline, continuous improvement, and executive-ready communication
- Partnered on a practical cost strategy, including migration planning to reduce hosting expense while improving scalability
- MVP releases began within two months, followed by consistent monthly delivery
- Zero defects delivered across hundreds of user stories in a highly regulated environment
- A governance model that improved trust in the data and reduced friction across stakeholders
- About $500K per year in hosting cost reduction through disciplined planning and execution

Client Success Stories