Enterprise transformation from strategy through implementation

Challenge

Marketing data fragmented across Salesforce, Marketo, and Adobe, with limited identity resolution, weak audience intelligence, and no shared future-state vision.

My role

Aligned Marketing, Salesforce, Marketo, and Technology stakeholders around a CDP strategy spanning identity resolution, audience segmentation, Power BI reporting, and AI-enabled marketing automation — including AI-assisted audience segmentation and lead-management concepts across an existing marketing environment containing approximately 600,000 records.

Outcome

An executive-approved business case with a projected $11.3M in annual value creation and 12.3× projected ROI across approximately 600,000 records.

Challenge

A confidential LegalTech platform needed to integrate with enterprise document management systems whose libraries, repositories, cabinets, workspaces, folders, documents, versions, metadata, users, groups, and permission models differ substantially between vendors.

My role

Designed and evaluated proof-of-concept integrations with iManage and NetDocuments, using administrative access in controlled client environments to map each platform’s object and permission model. Defined a DMS-neutral connector architecture that normalized user and matter context while preserving vendor-specific objects, permissions, and document identifiers.

Outcome

The POCs validated matter-centric document discovery, permission-aware AI analysis, document-version handling, and governed write-back of approved work product — establishing the technical and governance requirements for future production integrations, including tenant isolation, least-privilege access, ethical-wall enforcement, auditability, error handling, rate-limit management, data residency, retention, and human review.

Challenge

Limited centralized visibility into timekeeping across distributed operations, with inconsistent tracking of device models, authentication types, and connection methods — slowing migration planning and raising asset-loss risk.

My role

As Head of Device Management for the UKG Dimensions time-clock and IVR workstreams, I led the device strategy, inventory assessment, vendor requirements, migration planning, lifecycle governance, and budget forecasting. The Education Industry Group was selected as the first rollout group, with 179 time clocks inventoried across its locations. I mapped active and inactive devices, clock models, authentication methods, network connectivity, and IVR dependencies to establish a reliable baseline and support the EPAY-to-UKG transition.

Outcome

A unified device-management model for time-clock assets and a scalable migration path adopted across the enterprise workforce program.