Global industrial technology manufacturer
Commercial and operations transformation
$25M+Verified business impact across revenue, cost and customer experience
46 to 88%Analytics maturity, inside one year
The operating model work was worth more than any single product. Deciding what not to build is where most of the money was.
The situation
A commercial and operations function with real data volume, real margin pressure and no single owner for data, analytics and AI. Investment was happening in pockets. Nothing connected the spend to an outcome anybody in finance recognised.
What I did
- Set a three year data and AI roadmap with the C suite, tied to growth and efficiency targets the business had already committed to.
- Built and led a 50+ person cross functional team across India, the US and Europe. Data engineering, analytics engineering, data science, product management and BI, on an agile pod model with three spoke leads.
- Established a target operating model and demand governance, which meant saying no in public. It removed 30%+ of low value initiatives from a $17M portfolio.
- Shipped 20+ AI and analytics products: churn prediction, dynamic pricing, customer segmentation, demand forecasting, opportunity scoring and predictive inventory.
What it produced
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