Projects

Executive impact examples

Fifteen enterprise initiatives across banking, distribution, and independent advisory that demonstrate how I lead transformation — from business problem and role definition through actions, measurable outcomes, and the operating model behind each.

Featured programs

Signature transformation initiatives

Four signature enterprise programs — each presented in full detail across business problem, role, actions, measurable outcomes, and the operating model behind them.

Day 1 Access & Automated Provisioning Framework

JPMorgan Chase & Co.
2022 – 2025
Business Problem
A fragmented access governance environment was constraining enterprise growth — with inconsistent control execution, opaque data structure, and unclear ownership across a rapidly expanding application landscape.
My Role
Vice President, Business Operations & Analysis — accountable for the operating model, control architecture, and execution roadmap across three lines of business.
Actions Taken
  • Designed and implemented a centralized, scalable provisioning operating model.
  • Aligned control execution, data structure, and ownership accountability across the application landscape.
  • Built a centralized data repository to standardize entitlements, recertification, and reporting.
  • Established governance routines that supported enterprise growth without proportional headcount additions.
Measurable Outcome
  • Scaled certification from approximately 150K to 1.2M+ entitlements quarterly.
  • Expanded user coverage from approximately 8,000 to ~18,000 users.
  • Centralized data repository enabled an 85% reduction in manual effort.
  • Enabled enterprise-scale governance without incremental headcount.
Tools, Methods & Operating Model
Centralized Operating Model RBAC Governance Identity & Access Management Control Architecture KPI Reporting Alteryx PowerShell SharePoint Active Directory Azure AD

Enterprise Automation Strategy & Process Transformation

JPMorgan Chase & Co.
2022 – 2025
Business Problem
Manual effort and inconsistent process execution were limiting capacity, increasing operational risk, and slowing decision-making across the Fraud lines of business.
My Role
Vice President, Business Operations & Analysis — led enterprise-wide identification, prioritization, and execution of automation opportunities.
Actions Taken
  • Established structured intake, prioritization, and execution frameworks for automation at scale.
  • Directed enterprise AI and automation initiatives across three Fraud lines of business.
  • Evaluated 200+ automation opportunities for feasibility and operational fit.
  • Spearheaded adoption and governance of enterprise automation platforms — positioning the organization ahead of Microsoft's transition away from legacy workflow technologies.
Measurable Outcome
  • Reduced manual workload by approximately 85% across targeted processes.
  • Identified automation opportunities in approximately 40% of evaluated workflows.
  • Drove generative AI stakeholder adoption from 11% to 46% (+35 pts) across three Fraud lines of business.
  • Standardized intake and governance model enabled repeatable, scalable process optimization.
Tools, Methods & Operating Model
Automation Intake Governance Power Automate Power Apps UiPath Microsoft Copilot OpenAI Alteryx Python KPI Frameworks Change Management

Enterprise Data Risk & Access Governance Framework

JPMorgan Chase & Co.
2019 – 2020
Business Problem
No foundational governance framework existed to manage user access and data risk across a rapidly expanding enterprise environment — leaving the organization reactive rather than proactive in managing risk.
My Role
Senior Business Analyst — accountable for designing the operating model, founding the Center of Excellence, and building the control framework from inception.
Actions Taken
  • Designed and implemented access provisioning, deprovisioning, and data risk control frameworks supporting 10,000+ users.
  • Founded the Data Confidentiality Center of Excellence, formalizing enterprise ownership and accountability standards.
  • Built Alteryx-based automation to detect, secure, relocate, and remove sensitive customer data.
  • Developed 60+ KPIs aligned to control functions, enabling data-driven oversight and executive visibility.
Measurable Outcome
  • Expanded data risk coverage from <500 to 1.6M+ files through automation.
  • Reduced quarterly control execution time by 85%.
  • Resolved a multi-year audit issue through expanded sensitive-data monitoring.
  • Earned Champion of Chase for Innovation and Automation.
Tools, Methods & Operating Model
Center of Excellence Model Data Confidentiality RBAC Governance Access Recertification Alteryx PowerShell SharePoint KPI Development Executive Reporting

Operational Process Re-Engineering — NAPA Distribution Network

Genuine Parts Company (NAPA Auto Parts)
2010 – 2013
Business Problem
A national distribution network needed an objective assessment of operational efficiency, with quantified opportunities to reduce process complexity and identify staffing optimization.
My Role
Infrastructure Team Lead — selected for the corporate transformation team to assess operational efficiency through direct observation and data-driven analysis.
Actions Taken
  • Conducted time-motion studies across 60+ distribution centers.
  • Built end-to-end process maps to surface inefficiencies and standardization opportunities.
  • Delivered recommendations for process standardization and cost reduction to corporate leadership.
Measurable Outcome
  • Reduced process steps by 30–40% across key workflows.
  • Identified staffing optimization opportunities of approximately 10–15%.
  • Delivered standardization recommendations applicable across the national distribution network.
Tools, Methods & Operating Model
Time-Motion Analysis Process Mapping Operational Assessment Standardization Workforce Optimization
Additional programs

JPMorgan Chase transformation portfolio

Complementary initiatives spanning AI enablement, technology governance, operating model design, decision intelligence, control modernization, and global team leadership — building on the featured programs above.

Enterprise AI Adoption & Enablement Program

JPMorgan Chase & Co.
2025
Business Problem & Role
Generative AI capability existed inside Fraud & Consumer Protection but was treated as experimental — adoption was low, use cases were unprioritized, and enablement was ad hoc. I led the enterprise rollout, transforming AI from a technical initiative into an operational capability tied to real business outcomes.
Measurable Outcome
  • Drove AI adoption from 11% to 46% (+35 pts) across three Fraud lines of business.
  • Developed and prioritized 200+ enterprise AI use cases.
  • Established scalable AI enablement and governance practices supporting business-led innovation.
  • Enabled measurable productivity gains while maintaining risk controls.
Tools, Methods & Operating Model
AI Enablement Strategy Use-Case Prioritization Change Management Executive Engagement Microsoft Copilot OpenAI AI Governance Adoption Metrics

Global Technology Governance Operating Model

JPMorgan Chase & Co.
2022 – 2025
Business Problem & Role
Enterprise technology governance was fragmented across a rapidly growing application landscape, with inconsistent ownership, decision rights, and control execution. I designed and implemented a centralized operating model to standardize governance across multiple lines of business without proportional staffing increases.
Measurable Outcome
  • Governed 18 enterprise applications and 108 citizen-developed solutions.
  • Supported approximately 18,000 users under a unified governance model.
  • Consolidated governance across seven programs and 20+ technology controls.
  • Improved scalability without proportional staffing increases.
Tools, Methods & Operating Model
Centralized Operating Model Decision Rights Framework Control Architecture Citizen Developer Governance Power Platform SharePoint Governance Standards

Global Operations Team Build & Leadership

JPMorgan Chase & Co.
2025
Business Problem & Role
A newly formed global innovation and automation function needed structure, cadence, priorities, and execution model to accelerate operational transformation and AI adoption at enterprise scale. I built and led the team from the ground up, defining organizational design and delivery model.
Measurable Outcome
  • Built and led a team of approximately 40 professionals.
  • Supported stakeholders across seven global sites.
  • Established repeatable delivery and governance processes across business units.
  • Accelerated transformation velocity while preserving control and consistency.
Tools, Methods & Operating Model
Team Design & Build Global Operating Cadence People Leadership Delivery Governance Talent Development Cross-Site Coordination

Enterprise Decision Intelligence & Executive Reporting

JPMorgan Chase & Co.
2019 – 2025
Business Problem & Role
Executives lacked operational visibility across technology risk, governance, and access management — decisions were being made without unified reporting or defined KPIs. I built enterprise reporting and decision-support capabilities providing measurable insight across the operational control landscape.
Measurable Outcome
  • Developed 60+ executive KPIs aligned to control and governance functions.
  • Expanded monitoring from fewer than 500 to more than 1.6 million records.
  • Improved executive visibility into operational performance and control health.
  • Enabled data-driven governance decisions at enterprise scale.
Tools, Methods & Operating Model
KPI Development Executive Reporting Alteryx Power BI Data Modeling Decision Support Architecture

Enterprise Control Modernization Program

JPMorgan Chase & Co.
2022 – 2025
Business Problem & Role
Operational controls had been built around legacy organizational structures rather than evolving business processes — creating manual overhead and inconsistent execution. I modernized controls by redesigning governance around actual process flow, improving scalability while reducing manual effort.
Measurable Outcome
  • Consolidated dozens of legacy control activities into a modernized framework.
  • Improved consistency of control execution across multiple business units.
  • Reduced manual effort while strengthening oversight and audit posture.
  • Built scalable governance supporting enterprise growth.
Tools, Methods & Operating Model
Control Redesign Process-Aligned Governance Automation of Control Execution Audit Readiness Alteryx Power Automate

Enterprise Operating Model Transformation

JPMorgan Chase & Co.
2022 – 2025
Business Problem & Role
Fragmented operating models across technology governance, automation, AI adoption, and access management were slowing decision-making and creating accountability gaps. I redesigned operating models to standardize ownership and accountability while improving cross-functional execution.
Measurable Outcome
  • Standardized ownership and decision rights across governance functions.
  • Reduced operational complexity across cross-functional workflows.
  • Improved execution velocity between technology, risk, and business teams.
  • Created scalable governance supporting future organizational growth.
Tools, Methods & Operating Model
Operating Model Design Ownership & Accountability Cross-Functional Governance Organizational Design Decision Rights
Independent advisory

Obsidian North engagements

Current independent consulting work — partnering with executives, founders, and healthcare organizations on AI enablement, operating model design, workflow transformation, and responsible AI governance.

AI & Digital Transformation Advisory

Obsidian North, LLC
2025 – Present
Business Problem & Role
Organizations were pursuing AI and automation investments without clear alignment to strategy, adoption, or governance — creating stalled initiatives and organizational complexity. As Founder & Principal, I partner with executives to identify opportunities that improve operational efficiency without adding overhead.
Actions & Outcomes
  • Evaluated enterprise workflows for automation and AI readiness.
  • Developed implementation roadmaps balancing value, risk, and adoption.
  • Recommended governance models supporting responsible AI deployment.
  • Guided executives on scalable transformation strategies aligned to business strategy.
Tools, Methods & Operating Model
AI Readiness Assessment Transformation Roadmapping Executive Advisory Responsible AI Governance Microsoft Copilot Power Platform

Healthcare Workflow Transformation

Obsidian North, LLC
2025 – Present
Business Problem & Role
A private physician practice faced heavy administrative burden, documentation friction, and compliance risk that were limiting patient throughput and provider satisfaction. As Founder & Principal, I redesigned clinical and administrative workflows using Microsoft 365 and Power Platform solutions.
Measurable Outcome
  • Reduced provider administrative workload by approximately 18 hours per week per provider — approximately $90K annual savings in a healthcare setting.
  • Modernized documentation and workflow processes across patient-facing teams.
  • Improved HIPAA compliance posture through standardized operating procedures.
  • Reduced rework across clinical documentation workflows.
Tools, Methods & Operating Model
Clinical Workflow Redesign Microsoft 365 Power Platform HIPAA Compliance Documentation Automation Standardized SOPs

Startup Operating Model & Business Systems Architecture

Obsidian North, LLC
2025 – Present
Business Problem & Role
An early-stage supplements company needed a scalable operating model, defined ownership, and business system architecture capable of supporting growth without organizational friction. As Founder & Principal, I designed the operating model, workflow architecture, and technology stack from the ground up.
Measurable Outcome
  • Contributed to a $2.3M valuation for a 7-person startup through architecture, planning, and GTM strategy support.
  • Designed operating model and defined ownership, decision rights, and governance structures.
  • Built scalable business system architecture ready for growth.
  • Reduced operational complexity while supporting future scale.
Tools, Methods & Operating Model
Operating Model Design Business Systems Architecture Governance & Decision Rights GTM Strategy n8n AppSheet Microsoft 365

Executive Operations & Growth Strategy

Obsidian North, LLC
2025 – Present
Business Problem & Role
Founders and executive teams needed objective assessment of organizational maturity, execution bottlenecks, and operational risk limiting their ability to scale. As Founder & Principal, I advise leadership teams on organizational design, operational maturity, and execution strategy.
Actions & Outcomes
  • Assessed organizational maturity and operational risk across client organizations.
  • Identified execution bottlenecks limiting scale and cross-functional velocity.
  • Developed transformation roadmaps aligned to strategic objectives.
  • Improved leadership visibility through operational metrics and reporting.
Tools, Methods & Operating Model
Organizational Maturity Assessment Executive Advisory Growth Strategy Operational Metrics Roadmapping

Responsible AI Governance Framework

Obsidian North, LLC
2025 – Present
Business Problem & Role
Organizations wanted to adopt AI at scale but lacked defined ownership, decision rights, and operating controls for AI-enabled workflows — creating risk of adoption without accountability. As Founder & Principal, I develop governance frameworks that balance innovation with operational controls.
Actions & Outcomes
  • Defined governance models for AI-enabled workflows across business functions.
  • Established decision accountability and risk ownership for AI adoption.
  • Balanced innovation velocity with operational controls and audit readiness.
  • Created repeatable AI operating practices for organizations of varying maturity.
Tools, Methods & Operating Model
AI Governance Design Risk Ownership Decision Accountability AI Operating Practices Responsible AI Controls