A selection of past engagements. I led them at GE Healthcare, EY, and Slalom Consulting, over nearly two decades before Dara Dynamics. Client names and identifying details have been anonymized.
Greenfield Digital Platform Build
When an assessment ends with the client asking for the build.
Directed a diverse, senior team of consultants and technical architects on a greenfield digital platform initiative for a Tier‑1 Canadian bank, integrating with a complex financial systems back‑end. Scope covered strategic assessment, advisory, platform architecture, and the early build phase. Stood up a Transformation Office to coordinate cross-functional delivery through the build phase.
The assessment converted into a $15M+ multi‑year build, won on the strength of the diagnosis.
The bank’s legacy platform served existing customers well. The growth was going to come from Gen Z and millennials with new access to disposable income. They expected an omnichannel experience the legacy stack couldn’t deliver. Business, technology, operations, and risk each convinced the other three were the problem.
The assessment converted into a multi-year implementation program, won on the strength of the diagnosis, with C-suite vision turned into funded delivery. A Transformation Office stood up with decision rights and escalation pathways defined before the build started. Greenfield architecture built to deliver the experience those new customers expected.
Global Pharmaceutical Platform Delivery
When compressed timelines meet active regulatory scrutiny across 30+ jurisdictions.
Owned release management and regulatory risk for a pharmaceutical vaccine distribution platform supporting the COVID-19 rollout across 30+ countries. Set release cadence and change control across the program. Coordinated three groups at once: on-shore and off-shore development teams, multiple vendor partners, and the client’s own teams, holding release timelines and regulatory commitments across jurisdictions.
Deployed across 30+ countries with zero compliance breaches; the framework became the client’s standing model.
A global pharmaceutical organization running a crisis-timeline vaccine rollout under active regulatory scrutiny across multiple jurisdictions. Zero tolerance for compliance gaps or distribution disruption, active board visibility, and no precedent for coordinating rollout at this scale and speed.
Redesigned the release and regulatory governance frameworks to hold 100% compliance across all country deployments under the crisis timeline. Release cadence balanced rapid delivery against pharmacovigilance obligations in each jurisdiction. Executive reporting carried the program through board and regulatory scrutiny. The client adopted the framework as its standing model for regulated platform delivery.
Enterprise Data & Analytics Transformation
When data arrives after the decisions it’s meant to inform.
Led an enterprise data and analytics transformation for a major Canadian credit union with billions in assets. Redesigned the operating model and built a cloud-native data platform delivering executive analytics, real-time dashboards, and self-serve reporting, ready to expand into AI and ML when the client is. A small consulting team worked alongside Analytics, IT, and Risk & Compliance.
Analytics moved from weeks behind the decisions to real time.
Enterprise Analytics ran on manual reporting cycles, with reports arriving days or weeks after the decisions they were meant to inform. The existing infrastructure couldn’t support real-time decision-making. Technology, Business, and Risk each had different priorities for the program.
Designed a target operating model that became the foundation for the next-generation analytics function. Built a cloud-native platform with real-time executive dashboards and self-service BI, replacing the manual reporting cycle. A phased rollout brought Technology, Business, and Risk into shared decision-making. Analytics shifted from producing reports after the fact to informing decisions as they happened, with the roadmap approved by client leadership.
Post-Acquisition Product-to-Cash Transformation
When small acquisitions stack up more legacy systems than the combined company can run.
Led a team of senior consultants on a Post-Acquisition Product-to-Cash transformation for a leading North American SaaS healthcare platform. Scope covered which systems each acquisition had brought and where the gaps were, which applications to keep, retire, or replace, and how data would be owned and managed across the combined company. The result was a business case and a prioritized roadmap. Engagement sponsored at COO level.
One decided roadmap for the combined company: keep, retire, replace, sponsored at COO level.
The client had grown through a sequence of smaller acquisitions, each bringing its own systems and processes. Individually, the businesses ran well; collectively, the accumulated legacy environments had to be consolidated to operate across multiple business lines, products, and pricing models. Leadership wanted more structure without becoming bureaucratic, preserving the entrepreneurial culture they credited for the growth.
Business case approved as the basis for the investment that followed. Transformation Delivery Office stood up, handed over to client ownership, and built to run the multi-year program on its own. The business lines stayed on side as their processes merged. The strategy-and-design foundation carried into the build phase as a separate engagement.
Each of these produced tangible outcomes. The judgment behind them leads every Dara engagement, with a footprint sized to the problem.
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