Selected engagements across financial services, healthcare, life sciences, and enterprise technology. 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 buyer 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 matrixed Transformation Office to coordinate cross-functional delivery through the build phase.
The bank’s legacy platform served existing customers well. The growth opportunity was a younger, more technically sophisticated demographic: Gen Z and millennials with new access to disposable income, expecting 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 won multi-year implementation program, with C-suite vision turned into funded delivery. A matrixed Transformation Office stood up with decision rights and escalation pathways defined before the build started. Greenfield architecture positioned to enable next-generation customer experience.
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 on-shore and off-shore development and integration teams, multiple vendor partners, and internal client teams to hold release timelines and regulatory commitments across jurisdictions.
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 multi-billion in assets. Redesigned the operating model and built a cloud-native data platform delivering executive analytics, real-time dashboards, and self-service BI, architected for future AI and ML extensibility. A small consulting team worked alongside Analytics, IT, and Risk & Compliance.
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 report production to insight partnership, with the future-state roadmap approved by client leadership.
Post-Acquisition Product-to-Cash Transformation
When small acquisitions stack up more legacy systems than the combined entity 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 spanned enterprise architecture gap analysis, application rationalization and technology selection, data governance and management strategy, business case, and prioritized roadmap. Engagement 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 downstream investment. Transformation Delivery Office stood up and handed over to client ownership, understood to have continued as the governance function across the multi-year program. Stakeholder alignment held across the integrating business processes through structured change management. The strategy-and-design foundation carried into the build phase under separate scope.
Each of these engagements produced tangible outcomes. That’s the senior judgment I bring to every engagement, with a footprint sized to the work, not the budget.
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