Business and technology researcher with a focus on Industry 4.0 and the impacts of industrial revolution on the future of the SME manufacturer. Experience in data-driven strategy and operations, business model transformation, and technology implementation through career experiences as a consultant, entrepreneur and research administrator. Quick study, data-junkie and experimentalist at heart, with proven experience implementing machine learning for research and business development.
August 2020 - Present
My PhD focuses on the societal and organizational implications of Information Systems, in particular the impacts of digitization on IT in the manufacturing sector. Coursework includes theoretical analysis, quantitative and qualitative research methods, and econometrics.
Senior Research Support Associate
January 2018 - August 2020
I joined the MIT Center for Information Systems Research (MIT CISR) in a research support role, reporting directly to the center's Executive Director. In that role, I aided in the project management of strategic initiatives and helped to drive a data-driven approach to business development, strategic planning, and research projects.
Implemented predictive analytics for forecasting membership retention and turnover
Used machine-learning techniques to conduct theory-driven quantitative research under the tutelage of Peter Weill and Stephanie Woerner
Business Technology Analyst
August 2015 - January 2018
After working on a hardware startup for a year, I joined Deloitte Consulting in the Federal practice, based out of Rosslyn, VA. Aligned to Project Management, Functional and Testing (PMFT) within System Integration, I worked predominantly as a functional analyst and QA tester for a range of enterprise software implementations. I also spent time on a defense sector strategic project on future advanced manufacturing business models for sourcing commodity parts. In my spare time, I worked with the Center for Integrated Research, helping to write white papers about the future of Additive Manufacturing and the digitization of supply chains.
Mechanical Engineering Undergraduate
August 2010 - May 2014
As an undergraduate student, I focused my efforts on understanding the design and use of mechatronic systems in robotics and biomechanics. I graduated with a deep understanding of how to build and design electromechanical systems, hands-on knowledge of manufacturing and machining, computer-aided design prowess, and basic computer science skills.
Does Your C-Suite Have
Enough Digital Smarts?
Sloan Management Review, March 2020
Companies whose executives are digitally savvy outperform other companies on growth and valuation by large margins. But less than 10% of companies have digitally savvy top teams in place. Research from the MIT Sloan School of Management’s Center for Information Systems Research describes the level of digital savviness found in top teams, the business value it delivers, and the actions you can take to increase the digital savviness of your company’s executives.
Companies with a Digitally Savvy Top Management Team Perform Better
MIT CISR Research Briefing
Our current global MIT CISR study of the digital savvy of companies’ top management teams (TMTs) indicates that among larger companies, only a small fraction—7 percent—had a TMT more than half made up of digitally savvy members, and those companies outperformed the rest on growth and valuation by more than 48 percent. But achieving a threshold of 50 percent of TMT members who are digital savvy isn’t necessary to benefit the company; we have found that as the percentage of TMT members with digital savviness increases, performance increases for net margin, revenue growth, and valuation. In this briefing, we will describe our research methodology, explain the results, share observations of executives who have recently become digitally savvy, and suggest actions to increase the digital savviness of your TMT.
Both Radical and Incremental Digitally Enabled Change Work Well
MIT CISR Research Briefing
Two years ago, when MIT CISR asked companies whether they were on a digitally enabled journey to become “Future Ready,” nearly all—93 percent of companies—said they were. In 2019, working with Harvey Nash, we studied results from more than four thousand companies to assess which of two approaches to business change using digital technologies—incremental improvement or radical transformation—was associated with better financial performance. We found that the top performers taking each approach achieved significant benefits from their change efforts, strongly outperforming their peers in revenue growth and net margin. Counterintuitively, there was no difference between the two approaches in regards to the risk of financial underperformance. In this briefing, we look at the differences between the incremental improvement and radical transformation approaches to business change and what it takes in dollars and digital savvy to succeed.
3D opportunity for scan, design, and analyze
Deloitte University Press
The digital thread is a single, seamless strand that carries data through the additive manufacturing (AM) process. Reaping the benefits of AM requires an in-depth understanding of the digital thread—including the first phase, scan/design + analyze, which lays the groundwork for subsequent stages.