Not dashboards for their own sake. Each is a case where the analysis produced a structural outcome the organisation committed to.
The hardest part is rarely the model. It is turning a vague, strategic question, the kind where the decision is expensive to get wrong, into one that can actually be answered. I take the messy version (“where should we be placing our bets?”) and return the specific evidence the decision turns on.
Forecasting models, propensity scoring (how likely each customer is to act), A/B testing: chosen to answer the question, not to show their working. Each lands on a clear recommendation with its uncertainty stated, so you know not just what to do but how confident to be.
Analysis only matters if it survives me leaving. I build the pipeline, document the methodology, and translate the work into a repeatable operating model the internal team runs independently.
Quantitative and marketing training behind the work.