Operational data is most valuable when it changes a decision, exposes a constraint, or makes performance understandable enough to act on.
My analytics work has included operations research, cost engineering, capacity and lead-time analysis, product and inventory analysis, dashboards, financial modeling, decision support, and traceability. I am less interested in reporting volume than in whether the analysis improves the operating decision.
That usually means connecting data back to the physical or commercial process, understanding assumptions, separating signal from artifact, and making the result usable by the people who have to choose what happens next.
These examples use data and models to clarify cost, capacity, risk, performance, product choices, and operating priorities.
17 projects represented here
Defense acquisition consulting applying operations research, engineering economics, cost analysis, component and BOM analysis, capacity modeling, and supply-chain judgment to the AMRAAM acquisition environment.
A multi-year complexity-reduction program coordinating product, component, catalog, packaging, data, and inventory changes without treating SKU reduction as a spreadsheet-only exercise.
Executive-led transformation of a multi-site medical-product manufacturing operation through an internally governed custom ERP, MES and WMS environment built around the company’s actual processes.
An early direct-to-patient commerce program that turned a website into an operating sales channel connected to digital acquisition, analytics, checkout, and legacy order execution.
Functional architecture and operating leadership for a governed product-data backbone connecting product masters, BOMs, routings, engineering history, manufacturing data, and legacy-system migration across regulated operations.
The pattern across the work is decision-oriented analysis: establish the operating question first, build enough structure to test it, and keep the model tied to the reality it is supposed to represent.
12 additional examples connected to Data & Operational Analytics.
Founder-led healthcare e-commerce operation integrating a large product catalog, supplier relationships, product data, pricing, inventory ownership, drop shipping, fulfillment, customer service, digital marketing, and payment/compliance constraints.
Applied online teaching across project management, operations, supply chain, analytics, management science, sustainability, and professional certification topics, using practical examples, clear guidance, feedback, and original supplemental course supports.
Defense-electronics leadership spanning plant startup, industrial and manufacturing engineering, visual and cellular production methods, quality systems, and integrated production-planning and program controls.
Indirect-channel operating governance connecting trace-sales data, distributor and GPO contracts, recurring pricing, customer recognition, freight, fees, sales-credit attribution, and supplier-channel data integration.
Development and deployment leadership for customer-facing vertical software connecting orthopedic-practice DME inventory, par-level replenishment, product-to-HCPCS relationships, utilization reporting, dispensing, procurement, training, and post-implementation management.
Built and supervised an environmental stress-screening function and led a connector-reliability improvement that reduced environmental-test failures.
A make-versus-buy manufacturing program that brought cryotherapy gel-pack capability in-house and materially changed the economics of a core product platform.
Executive leadership of an integrated workforce, HR, safety, workers-compensation, insurance, and administrative operating system across a multi-site manufacturing environment.
An early commercial manufacturing-software product authored by Dean to manage and analyze multi-level bills of material before modern ERP and SaaS became commonplace.
A production Microsoft Access inventory-management system designed, programmed, installed, and supported by Dean for a paying multi-store nonprofit client.
International manufacturing-location and supply-chain feasibility work comparing labor economics, free-trade-zone requirements, logistics, facilities, workforce, legal considerations, and implementation risk before a relocation decision.
Leadership of a completed supplier-acquisition and manufacturing-transfer program that moved specialized orthopedic-product capability in-house, strengthened supply control, and materially changed selected-family economics.