The numbers are only part of the story.

I’ve spent more than a decade working with business problems across healthcare, financial services and consulting. My roles have changed over the years, from process improvement and strategy to analytics and decision support, but the common thread has been using information to understand how things work and how they could work better.

Over time, I’ve also learned that good analysis rarely comes from the data alone. The same number can mean very different things depending on the process behind it, the assumptions used to create it, and the decision someone is trying to make. That has shaped how I approach my work today: understand the problem first, ask questions, challenge what does not make sense, and then use the data.

I enjoy problems that are a little messy. The ones where the question is not perfectly defined, the answer is not sitting in a dashboard, and getting to something useful requires a combination of analysis, business understanding and conversations with the people who know the work.