Built Dell's first global People Analytics function from scratch.

Dell employed 120,000–150,000 people across hundreds of integrated HR systems. People Analytics did not exist, no governance council, no data lake, no data science capability, no agreed source of truth. Mid-build, Dell acquired EMC, a 50,000-person workforce on a different HR stack, and committed to a global Workday rollout in parallel. I ran the HR data integration of the EMC acquisition while deploying Workday globally across the combined company.

Stand up a function in one of the largest corporate HR data environments globally, through a 50,000-employee merger and a parallel global Workday deployment, and do it with the discipline that predictive models on real people demand: bias, profiling, PII, GDPR.

1. 01FOUNDING THE FUNCTION, Authored the FY16-FY18 HR Master Data Program (gap analysis, cleansing, Workday readiness, Workday transition, governance steady state) and secured CapEx via the FY18 Scale BRD funding the HR Analytics Portal, Collibra and enterprise data quality.
2. 02FOUNDING THE FUNCTION, Stood up the HR Data Steering Committee across four pillars (Strategy, Preparation, Workday Delivery, Governance) and grew the team from 3 to 50+ across data science, engineering, BI, decision science, governance and product.
3. 03FOUNDING THE FUNCTION, Defined the FY18 BI Service Delivery Vision: Workday for operational/real-time, Tableau for strategic foresight, an HR Data Lake for blended history, benchmarks and cross-functional correlation, all wrapped in end-to-end governance.
4. 04FOUNDING THE FUNCTION, Designed a seven-segment HR customer model and architected the HR Data & Analytics Portal (ServiceNow + Collibra + Datameer/Tableau deep links) with role-based catalogues so self-service was tailored, not generic, across 6,500+ users.
5. 05DATA & INFRASTRUCTURE, Diagnosed a 10-year-old HR data estate with 48 documented gaps across acquisition, transformation, modelling, BI and consumption, closed ~75% via a 6–8 week IT deployment.
6. 06DATA & INFRASTRUCTURE, Architected the HR Data Lake on Hadoop + Datameer, encrypted at rest in HDFS/HIVE, encrypted MapReduce shuffle, Sentry-audited, co-owned with Global Info Security and sized for use cases no single tool could produce (sales-team revenue blending, total labour cost across Taleo + payroll + COIN$ + finance + EMC).
7. 07DATA & INFRASTRUCTURE, Stood up Collibra for lineage, business glossary, stewardship and breach process across Workday, VMS, Tableau, the Data Lake and HRA, directly enabling GDPR readiness ahead of May 2018 (4% WW revenue exposure).
8. 08DATA & INFRASTRUCTURE, Unified 808 global HR data sources (payroll, manual, 3rd-party, integrations, contingent labour) and democratised governed access to 6,500+ self-serve users.
9. 09DATA & INFRASTRUCTURE, Specified an Information Lifecycle Management archival solution covering production, archive and purge rules, a prerequisite for GDPR right-to-erasure across all HR systems.
10. 010EMC INTEGRATION + WORKDAY DEPLOYMENT, Led the HR M&A integration of EMC's 50,000-employee workforce through NewCo Day 1, deploying Workday on time and on budget with hybrid manager and location consolidation flows.
11. 011EMC INTEGRATION + WORKDAY DEPLOYMENT, Led the HR Data Print Programme cataloguing every system and integration across Dell + EMC's 121-system estate (Core, TA, TM, C+B), enabling NewCo Day 1 reporting from a single inventory.
12. 012EMC INTEGRATION + WORKDAY DEPLOYMENT, Sequenced the operating model across three states, Day 1 (centralised BAU, federated org/process), Transition (centralised process + tech, dotted-line resources) and End State (Workday + centralised everything), so integration had clear gates, not a big bang.
13. 013EMC INTEGRATION + WORKDAY DEPLOYMENT, Stood up unified demand management on Day 1: weekly intake review, SFDC bridge tool, EMC 2x2 prioritisation matrix, named escalation path, SFDC Chatter cross-org support and a single mailbox, so combined requests had one route, not two.
14. 014EMC INTEGRATION + WORKDAY DEPLOYMENT, Ran the June 2016 Round Rock workshop merging the Dell + EMC People Analytics COE into one operating model in a single week, aligning current state, demoing the Hadoop lake and Workday Insight Foundation, and closing out Workday charters and data-conversion plans.
15. 015PREDICTIVE & ADVANCED ANALYTICS, Led predictive workforce models, Flight Risk, Leadership Impact, Span of Control, Headcount, every one cleared a bias / profiling / PII review board before reaching the business, alongside the unstructured-data programme blending resumes, Taleo, surveys and SharePoint into the lake.
16. 016PREDICTIVE & ADVANCED ANALYTICS, Built Dell's Talent Flow model, ~227K employee movements over 10+ years, so leaders could see where talent entered, accelerated, plateaued or left, by generation (Boomer / Gen X / Gen Y / Gen Z) and country.
17. 017PREDICTIVE & ADVANCED ANALYTICS, Quantified Talent Flow rest-to-best deltas in millions ($30M IC Prof, $14.4M Ind Cont, $11.7M IC Sr Prof, $5.5M Sr Mgr) to size the prize for retention and progression interventions.
18. 018PREDICTIVE & ADVANCED ANALYTICS, Operationalised the HR Data Variable approach and a reusable capture template (variable, purpose, type, definition, source, frequency, owner), turning every new model request into structured intake instead of bespoke discovery.
19. 019OPERATING MODEL & RECOGNITION, Established a functional GTM motion for analytics use cases, Ideate, Define, Build, Deliver, Sustain, co-owned across Functions, People Insights and HR IT, with explicit responsibilities at each step.
20. 020OPERATING MODEL & RECOGNITION, Promoted from Director HRA, HR BAT (FY14) to Director HR Analytics leading the HR People Insights COE (FY15-FY17), with FY16 Tell Dell rating Best and FY17 Dell Champ, leading the global HR Analytics network, HR IT partnership and the HR Analytics Academy.
21. 021OPERATING MODEL & RECOGNITION, Modelled $462K and 42,000 hours/year recoverable from automating off-boarding alone (APJ 53K hours, EMEA 30K hours), one of many ROI cases that funded the broader programme.

"What I'd repeat: govern from day one, not after the fact. What I'd change: invest earlier in the data fluency of consumers, not just producers, adoption is a culture problem, not a tooling one."