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 sale. 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+ resources across sites, measuring headcount growth in new talent markets and reductions in Northbrook against targets, with roles, relocations, and severance tracked across 20+ business units. I 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, which showed 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 and $244M in annual real estate savings, and supported the $230M+ sale 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. 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 became senior leadership’s primary delivery report, 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 combined Scrum velocity and Kanban throughput with productivity assumptions across every delivery team. The board used the forecast to commit to ASC’s launch date without abandoning Agile. The depth of data flowing through the platform also let me devise a timekeeping methodology built on work-item activity, which became the foundation for an enterprise automation solution saving $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 as they arose, producing cleaner data that teams owned themselves.
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 a Resource Roster platform that gave leadership a 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 product, ASC (Affordable, Simple, Connected), 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 the ASC product analytics platform. 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. Executives gained 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 managed forecasting and monthly reporting 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 supported executive go/no-go decisions, and presented the findings to Bain & Company 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 common thread across fifteen years: building the analysis leadership needed and didn’t yet have, from the first clear picture of technology spend to the forecast the board used to commit to a launch date. I bring the same approach to my next role (full-time, project, or fractional), now delivered by directing AI agents.
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