Silkhaus is winding down operations, so I am open to new roles.

• Designed a unified data foundation across property management, booking, pricing, and financial systems—defining dimensional data models, core business metrics, and source-of-truth rules so every function works from the same numbers.
• Identified gaps in existing data pipelines and translated commercial needs into structured data products for dynamic pricing optimization, inventory utilization, and competitive intelligence.

• Partnered with cross-functional leadership to turn business questions into technical requirements, and architected a Model Context Protocol (MCP) server and LLM agent that gave governed, deterministic access to live customer data. Alongside RFM and propensity behaviour models, contributed to a 14% increase in customer acquisition and an 11% improvement in retention.
• Conducted market and technology gap analyses and built a geospatial location-intelligence app that aggregates customer density, order frequency, and category affinity by neighbourhood, supporting 5× growth in physical clinic footprint within 12 months.
• Scoped and built PII Guardian, a human-in-the-loop NLP pipeline combining schema inspection and entity extraction to detect personal data and queue it for security review, with no automated deletion. Covered 80% of core databases.
• Implemented IT general controls (ITGCs), access boundaries, and validation checks across growth and analytics systems to reduce operational risk and keep core metrics trustworthy.

• Scoped and built self-serve dashboards for Customer Support and Marketing around each team's operational levers—queue SLAs for support, funnel conversion for marketing—improving support efficiency by 7% and campaign performance by 9%.
• Built and scheduled automated ETL and reporting pipelines in Python and SQL, replacing manual spreadsheet assembly and returning 16 hours a week to operations teams.

• Analysed funnel telemetry and Hotjar session recordings to understand where users dropped off in the product, informing targeted engagement changes.
• Built interactive dashboards that turned event data into actionable views for stakeholders, and tightened data collection schemas to raise the accuracy of key metrics.

• Launched student well-being initiatives, achieving 95% positive feedback from 150+ students.
• Worked with administration to align program goals with student needs and institutional priorities, as part of management teams overseeing programs reaching 4,000–5,000 participants.