12+ years making operations smarter — from global support teams to BI infrastructure and AI implementation.
"Shared services is a strategy, not a cost centre. I've spent 12 years proving it."
Global ops · BI & analytics · AI implementation · M&A integration · Six Sigma · Data governance
Insights drawn from twelve years of operational leadership — not theory, but the specific problems, frameworks, and hard-won lessons from building and running the teams that make businesses work.
From ETL design to Tableau delivery — how to build BI that gets used, trusted, and actually drives decisions across Sales, Finance, and Ops.
Writing requirements that engineering actually builds — structured, stakeholder-approved, and tracked from intake through delivery.
Building training programs that survive first contact with reality — new hire onboarding, advanced upskilling, audit and refresh cycles.
What actually works when you bring AI into operational workflows — ticket triage, predictive scoring, GenAI tooling, and PSA automation.
The unsexy work that makes everything else possible — data dictionaries, MDM, reporting standards, and the governance layer that LLMs make non-negotiable.
Running the teams nobody notices until something breaks — global ops, M&A integration, platform migrations, roadmap planning across seven stakeholder groups.
I'm a Director of Shared Services — but that title undersells the career that shaped it.
For 12+ years I've led operational teams at global scale: managing 160–190 technical support staff across three continents at Tyco/JCI, directing a support transformation through M&A at AudienceView, implementing one of the earlier enterprise AI deployments for ticket intelligence at Q4 Inc, and now building the BI and data infrastructure that powers internal decision-making for a multi-line SaaS business.
I've run follow-the-sun support models, implemented Six Sigma in contact centres, built Voice of Customer programs from scratch, and authored BRDs across 140+ projects spanning Sales, Finance, Marketing, Operations, and Technology. This site is where I share the frameworks, the failures, and the lessons — for ops leaders who believe the right data changes everything.
Multi-phase operational dashboards tracking the full customer delivery lifecycle. Multi-source ETL from CRM, PSA, and SharePoint into Snowflake, surfaced in Tableau across implementation, events, and support workstreams.
Quota attainment, pipeline by stage, commission tracking, and monthly/annual gap analysis — moving Finance and Sales leadership from static spreadsheets to interactive Tableau dashboards with real-time filtering.
Centralised reporting standards layer — data dictionary, metric definitions, certified data program, and a reporting repository creating one version of truth across seven internal stakeholder groups. Paired with a full Tableau governance audit.
Multi-year migration of a company-wide PSA — ticketing config, SLA implementation, phased team migration, and post-migration automation. Managed alongside full BAU operations across all supported business lines.
The Director of Shared Services title is recent. The work isn't. For twelve years across global security, ticketing software, investor relations, and SaaS — I've been running the operations, data, and people infrastructure that businesses depend on.
Implemented Forethought AI to automate ticket classification — a task previously handled manually by 6 dedicated FTEs. Deployed February 2022. Two models ran concurrently: a Category Triage model and an Approve/Decline model. Both achieved 89% accuracy with 100% ticket coverage, producing $160K in categorisation savings and $40K in approve/decline savings.
Joined to transform a support operation where P2 response times exceeded 20 days. Built the internal OLA framework, self-help knowledge base, skills matrix, tiering structure (L1→L3), and an internal certification curriculum. Simultaneously led the Customer Support and Corporate IT workstreams of the AudienceView/Vendini merger — org design, people mapping, and communications for a 254-person NewCo with ~$8.1M USD in run-rate synergies.
Led global technical support across North America, EMEA (Netherlands, UK, Italy, Germany), and APAC (Shanghai, India) — 160–190 staff, ~$12M USD operational budget. Three landmark programs delivered:
Follow the Sun — GMT-mapped 24/7 global coverage model across four regional centres, achieving continuous support without additional headcount. Required full reprogramming of the telephony system and reporting engine.
Six Sigma — Efficiency programs at Bridgeland and Brossard contact centres with planned EMEA expansion. Part of a World Class Process framework presented to senior leadership alongside ITIL certification and CRM integration.
Global VoC Program — Built as part of a Global Quality Management initiative — establishing the VoC/IC/E Foundation, survey execution framework, QA-driven methodology, and a VoC scorecard by brand and location.
In February 2022 we deployed an AI triage model that replaced the manual classification work of 6 FTEs, saving $200K annually at 89% accuracy. Here's what the vendor deck doesn't tell you — the org change management, the edge cases, and what we'd do differently.
Read articleWhether you're a fellow ops leader comparing notes, a potential employer, or someone building a data-driven backoffice — I'm always up for a conversation worth having.