Work
Current role and responsibilities as a Data & Reporting Manager.
4 years building data infrastructure and driving insights at scale.
I work mid-sized: bigger than a notebook, smaller than a platform. Most projects start with a stakeholder who suspects something and end with a number they can defend in a room. The trajectory below is that arc—from analyst to manager, learning how to scale teams and systems as the company grows.
SmartPM — Atlanta, GA
April 2025 – Present
Building data function from the ground up. Spearheaded platform selection and deployment (Airbyte, dbt, Redshift, Metabase), designing architecture to scale ARR and growth reporting. Leading warehouse and ETL pipeline development, establishing governance and quality checks.
Stack: dbt, Redshift, Airbyte, Metabase, Python
- Warehouse architecture & data pipelines
- Executive dashboards for decision-making
- Data governance & quality systems
- Building and mentoring analytics team
First American Title
Aug 2023 – Jan 2025
Moved from building dashboards to designing data systems. Ran pilot programs, defined KPIs with cross-functional teams, and established data monitoring in Snowflake. Started asking: what do people actually need to make decisions?
Ware2Go
Apr 2022 – Aug 2023
Took on bigger problems as we scaled from startup to mid-size. Built notification systems for operations, led billing audits uncovering systemic issues, established data quality across 15+ concurrent projects. Learned that as teams grow, the bottleneck shifts from technical to organizational.
Ware2Go
Apr 2021 – Mar 2022
Second analyst in the door. Helped flesh out warehouse from scratch—learning SQL under pressure, shipping dashboards fast, establishing metrics operations depended on. No time for perfection, just useful. That forced pragmatism became the foundation for everything after.
Starting as the second analyst forced me to ship fast. No time to wait for the perfect query or the ideal schema. That constraint taught me something that stayed with me: a 70% solution in front of a stakeholder today beats a 100% analysis they'll see next month. Iterate from there. Speed matters more than perfection.
But at Ware2Go, as we scaled, I hit a wall. The technical stuff got easier—I learned SQL, built pipelines, automated things. What got harder was the people part. Suddenly it wasn't about whether *I* could write a query; it was whether *everyone* understood what the dashboard meant. That's when I realized: infrastructure isn't primarily technical. It's organizational. You can't scale dashboards without scaling the team that understands them.
At First American, I shifted from building to designing. Instead of "here's a dashboard," I started asking "what question are you trying to answer?" The best insights are the ones you don't have to explain twice. If a number is surprising, it either needs deeper investigation or clearer framing—not a different color in the slide deck. That shift from outputs to questions changed how I work.
Moving into management taught me the thing I probably should have known earlier: data governance isn't a technical problem. It's "making sure everyone agrees on what things mean." When I walked into SmartPM to build the function from scratch, all those years of shipping fast, aligning teams, and asking the right questions—that became the blueprint. The SQL and dbt and Redshift matter, but they're the easy part. The hard part is building a team that thinks about data the same way you do.