Work

Context

CRC Group is an insurance and employee benefits company. I've worked there as a consultant through Synergech since April 2025, across four engagements in a row. The legacy billing system in the second engagement handles $800M+ in annual billing across about 7,000 employer groups.

What I did

• Coordinated the PaaS workstream that moved 10+ cloud-native applications across five environments after an acquisition, working with DevOps and platform engineering across time zones. Held the original September 2025 go-live when leadership expected to push it to January.
• Led discovery and the requirements backlog for replacing a legacy billing system. Built a working prototype of the future-state workflow that the product owner and billing staff used in requirements reviews, and took it through about ten versions in about five days with AI coding tools.
• Coordinated the 2026 migration of two acquired insurance systems (broker submission intake and claims management) into the enterprise Azure cloud, including change approvals, go-live readiness tracking, and a backlog for post-migration requests.
• Built the first working prototype for replacing a financial-reporting platform, with AI assistance, and reviewed it with the delivery lead and software manager before development started. Made working data mapping the go/no-go condition for the demo, and now co-lead delivery with the technical lead.

Outcomes

• Holding the September 2025 date avoided about three months of paying to run the old and new cloud environments side by side.
• The billing program paused in March 2026, with the prototype and requirements kept for its restart.

Context

I joined Toyota North America's planning-system modernization in 2024, during discovery. The goal was to move supply chain planners, who had done about 90% of their work in Excel for decades, onto a tool with machine-learning demand forecasts. McKinsey consultants, developers and architects built most of it, working alongside some Toyota architects and developers.

Planners did not trust the forecasts the portal displayed, and mostly checked them against their own Excel numbers. Much of the cause was organizational: the forecasting team had built ahead, and the Supply and Demand squads were not moving together.

What I did

• Led the team building the planner and supplier portal: wrote the user stories and acceptance criteria, ran refinement and the agile ceremonies, and coordinated with a separate McKinsey-led team that developed the machine-learning forecasting.
• Ran alignment sessions with product owners, business stakeholders and each team's McKinsey consultant to surface dependencies early and turn strategy decks into stories, a shared backlog and release roadmaps.
• With agile coaches, trained about five supply chain planners to act as scrum masters.

Outcomes

• We delivered a pilot MVP in about the first six months.
• Issues and dependencies surfaced before development instead of at stakeholder demos.
• The planners I trained were working as scrum masters when I left.
• The tool was still a pilot when my contract ended in January 2025, since leadership changes had pushed the roadmap.

Context

Dell's Sustainability division built customer carbon-footprint reports from manual, siloed Excel workflows across global teams, and one report could take one to two months. My consulting contract ended in April 2023.

What I did

• Owned the product roadmap for moving the division's global carbon reporting to a centralized analytics platform, and kept stakeholders aligned on it.
• Built the data integration strategy that automated sustainability metrics and made the data audit-ready for executive reporting.
• Gathered feedback from analytics users to guide interface changes.

Outcomes

• Customer carbon-footprint report turnaround went from one to two months to under a day.

Context

FleetPride's post-acquisition integration brought newly acquired branches onto the Karmak Fusion ERP platform. Short engagement focused on the integration workstream.

What I did

• Gathered requirements with branch operations managers and managed the backlog for moving newly acquired branches onto the Karmak Fusion ERP system.
• Wrote user stories with acceptance criteria for the development team.

Context

World Kinect is a global fuel and logistics operator headquartered in Miami, moving billions of gallons a year across commercial land fleets and aviation customers in dozens of countries. The Land and Aviation divisions run very different operations (truck and depot logistics on one side, airport fueling on the other) against a shared ERP backbone and a common finance and compliance stack.

What I did

• Analyzed customer-portal requirements with the product owner and worked with the UX designer and engineers on designs and refinement across the Billing, MDM and Logistics squads.
• Requested and ran field research in the Kansas City pilot, including driver ride-alongs, which found that drivers had no input into requirements and dispatch was overriding optimized routes. Shared the findings with leadership, designers and engineers, reprioritized the backlog with product managers, and worked with the vendor and data teams on device and customer-data fixes.
• Set up the first backlogs and agile rituals as the Aviation division moved from Waterfall to Agile, and worked with the delivery team replacing legacy Oracle 11i financial engines with custom fee and pricing tools.

Outcomes

• The program automated 80% of manual logistics processing in the Land division.
• After the ride-alongs, the vendor moved to a new device version and the data team fixed the failing customer records.
• In Aviation, the new fee and pricing tools raised transaction processing speed by 50%.