Connecting analytics priorities to about $10M in annual investment decisions

The problem

Corporate Security produced substantial recurring reporting. Leaders also needed analysis to support funding, resource allocation and investment choices: how activity might change, where to focus resources and how to evaluate security measures.

The program needed to connect those leadership questions to useful analytical work while clarifying the reporting landscape and underlying data requirements.

My decisions and responsibilities

I set priorities with security leaders and data owners and translated business questions into analytical requirements. I kept the roadmap focused on the decisions the work needed to inform across forecasting, service-center analysis, KPI and dashboard design, and data quality.

I reviewed 20 recurring reports across daily, weekly and monthly cadences, documenting their owners, sources, audiences, formats and schedules. That inventory exposed overlap and helped distinguish recurring report production from questions requiring new analysis. It guided clearer KPI definitions, forecasting priorities and system-integration planning.

Forecasting was one workstream within the broader program. I led the roadmap, priorities and cross-functional coordination. The technical team developed the models in Palantir Foundry.

How the team contributed

Security leaders and data owners worked with me on priorities and requirements. Technical specialists carried out the analytical and model-development work. In one forecasting workstream, the technical team produced 54 models across 18 site types and three activity categories.

My contribution was program leadership: connecting business questions, technical work and data-quality priorities so the analysis could inform decisions.