Enterprise Workforce & Real Estate Analytics
As part of Allstate’s Transformative Growth initiative, the company needed to reshape its organizational and physical footprint — strategically building out talent centers in emerging, lower-cost markets while reducing its concentration at the suburban Chicago headquarters and positioning that primary real estate asset for monetization. I partnered directly with business unit leaders across 20+ units to collect, normalize, and consolidate workforce data — headcount, roles, locations, costs — into a single enterprise-wide view that no individual business unit could see on its own.
I built a centralized analytics platform tracking 55,000+ employees and resources across sites — measuring headcount growth in new talent markets and reductions in Northbrook against targets, with roles, relocations, and severance tracked across every business unit, and partnered directly with the CFO to translate that consolidated picture into location and organizational planning decisions. During COVID-19, I was selected for an SVP-led task force to coordinate a structured enterprise-wide forecasting exercise across every business unit: I designed and deployed a forecasting template pre-loaded with workforce data, led information sessions to ensure a consistent methodology, then aggregated all responses into a single enterprise view — determining that only 3–5% of employees required on-site presence. That finding became the data foundation for the location consolidation analysis across 150+ corporate sites that enabled a 67% reduction in office footprint, $244M in annual real estate savings, and the $230M+ monetization of the Northbrook headquarters.
Agile Delivery & Product Launch Forecasting
When a major insurer undertook a company-wide transformation from Waterfall to Agile, getting a comprehensive view of delivery across the enterprise became one of the hardest problems to solve. Work was distributed across hundreds of teams, backlogs, organizations, and acquired companies within Allstate’s family of brands — and out-of-the-box reporting tools simply couldn’t aggregate it into the single picture leadership needed to surface what was actually happening across release trains.
I built the organization’s first end-to-end Agile delivery analytics platform in Power BI — starting with an interim automated scorecard in Excel and PowerPoint that served as a critical lifeline for leadership, then scaling to a full platform integrating backlog, velocity, testing, defect, and release data across 100+ cross-functional teams and 10,000+ technology users. Agile isn’t designed to produce fixed delivery dates — yet in a heavily regulated industry where launches require state-level approval, leadership needed exactly that: marketing needed a date for campaigns, legal for state filings, the board for planning. I built a forecasting model that translated probabilistic Agile signals — velocity, throughput, and backlog burn — into reliable delivery projections that aligned the entire enterprise around a single launch timeline without abandoning Agile. The depth of data flowing through the platform unlocked an unexpected capability: a novel methodology to automate project timekeeping from work-item activity, forming the foundation for an enterprise automation solution projected to save $3M+ annually.
Building the platform also surfaced a significant data quality problem. Agile tooling data was inconsistently maintained across teams, undermining the reliability of every metric and forecast. I worked with the tooling team to enforce required fields in Digital.ai Agility and built a dedicated data-validation report for Scrum Masters to surface and resolve their own issues in real time — producing cleaner data and a culture of data ownership at the team level that hadn’t existed before.
ASC Workforce Visibility Platform
When Allstate launched its Agile transformation and began building ASC, no one had a clear picture of who was actually working on the initiative across hundreds of teams and multiple business units. Leadership couldn’t identify staffing gaps, understand team capabilities, or know who to engage for specific workstreams.
I built an enterprise-wide Resource Roster platform that gave leadership their first consolidated view of the full ASC workforce, tracking 1,000+ contributors across 100+ teams by role, capability, and business unit. I integrated Excel-based roster templates with HR and Digital.ai Agility data in Power BI to create a single governed source of truth — enabling leadership to identify staffing gaps, understand team capabilities, and know who to engage for each workstream.
The platform evolved through three stages as capabilities matured: Excel templates feeding Power BI, then SharePoint for more structured data collection, then fully automated feeds from Digital.ai Agility once the data was mature enough to support it — progressively eliminating manual effort at each stage.
ASC Product Analytics Platform
When Allstate’s new direct-to-consumer insurance product — Affordable, Simple, Connected (ASC) — launched, no one yet owned the reporting of it. Before formal ownership was established, an SVP saw an opportunity to demonstrate what was possible with the data — and moved quickly.
Working in a rapid development model with daily 1-on-1 demos and iterative builds, I designed and delivered Allstate’s first enterprise analytics platform for the ASC product. I built a KPI framework of 10+ metrics covering policy performance, growth, and market penetration, and built ZIP code-level geospatial analysis in ESRI ArcGIS that enabled the first direct comparison of ASC performance against legacy products across markets and product lines. For the first time, executives had a clear, data-driven picture of how the new product was performing in the field — and how it stacked up against the existing book of business.
Technology Finance & Spend Intelligence
Within Allstate’s $1.2B technology organization, I owned the financial analytics for $330M+ in enterprise hardware and software spend — a portfolio that had no meaningful visibility beneath the vendor level. Hardware followed standard depreciation schedules, but software was a different story entirely.
Budget planning was driven by historical spend with an inflation adjustment — no one knew what specific products were being purchased, what the contract terms were, whether licenses were duplicated across the company, or whether enterprise agreements were being leveraged. I dug into raw purchase-order data to build structured asset portfolios from the ground up — mapping every charge to a specific product, vendor, contract term, and renewal date. That foundation gave senior leadership their first real picture of what they were actually spending on software and why, enabling accurate forecasting, contract optimization, and the identification of $4.4M in cost savings through software usage analysis and licensing consolidation in partnership with Procurement.
Pre-Transformation Feasibility & Financial Modeling
Before Allstate’s Transformative Growth initiative was ever announced publicly, the organization needed to answer a fundamental question: was it even viable? I built the workforce capacity and funding scenario models that provided the analytical foundation for executive go/no-go decisions — work that was shared with Bain Consulting as part of the feasibility process.
I also built a multi-year financial forecasting model that leveraged EPM project-plan data — remaining work, start and end dates, and resource assignments — integrated with SAP actuals to produce more accurate spend projections than traditional financial-analyst estimates alone could provide. Project and portfolio managers were closest to the work and carried the most current view of delivery reality; by pulling that signal directly into the financial model, leadership got a more accurate picture of where the $1B+ technology portfolio was actually headed. A byproduct was immediate: the model exposed that a significant number of project plans weren’t being properly maintained — surfacing a data quality and governance issue that had been invisible until the financials depended on the data being right.
The same instinct runs through all fifteen years: build the platform that didn’t exist yet, where no one owned the problem and the answer required assembling a picture no single group could see. I bring that Fortune-100 rigor to your business now — at agent speed, to a standard you’d be comfortable putting your name on.
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