How I got here

I started my career as a data analyst at a large independent investment management firm, writing SQL queries and automating reports. It was straightforward work, but it taught me something early: most organizations don’t have a data problem. They have an ownership problem.

The data exists. Nobody is responsible for turning it into something leadership can rely on.

That lesson followed me to a national life insurance company, where I joined as a senior analyst and was eventually promoted to manage the business intelligence team. The reporting infrastructure I inherited was what you’d expect — legacy systems, Excel workbooks passed between analysts, and a month-end process that required manual reconciliation before anyone trusted the numbers.

We rebuilt it.

My team replaced those workflows with automated SQL pipelines and enterprise dashboards, eliminating more than 90% of the manual reporting effort across the organization. More importantly, leadership stopped debating whether the numbers were right and started using them to make decisions.

From there I moved to a Fortune 500 wealth management firm managing hundreds of billions in client assets. The scale was larger and the decisions carried higher stakes — analytics had to be both accurate and fast.

Over time I stepped into increasingly complex roles across financial planning, investment analytics, and enterprise risk. I built Monte Carlo simulation models that allowed leadership to stress-test asset growth scenarios, stood up risk data infrastructure that surfaced thousands of previously undetected data quality issues, and helped establish the operating structure for analytics teams supporting multiple functions across the firm.

I also joined a cross-functional AI Tiger Team focused on prototyping AI-driven solutions across the organization, and co-presented at the Databricks Data + AI Summit on topics including AI governance and real-time analytics.

Across every organization the pattern was the same: capable teams, plenty of data, and no one owning the analytics system end to end.

Fixing that became my job.

That experience is what Ferguson Insights is built around: helping organizations establish clear ownership of their analytics systems so leadership can rely on the numbers.