About me
I've spent the past decade at the intersection of data, people, and decisions. My work has always been driven by a simple belief: data is only as valuable as the trust people place in it. That belief has shaped everything I do, from the governance frameworks I build to the dashboards I design to the way I partner with stakeholders. That belief extends to how I work, including knowing when AI tools can sharpen the analysis and when the judgment still has to be mine.
Most recently, I led data governance and analytics at Meta, where I worked within the analytics organization to ensure the metrics, systems, and processes that inform strategic decisions were accurate, consistent, and actionable. Before Meta, I spent years at The New School and Berkeley College, where I led institutional research and analytics, building the reporting infrastructure that supported everything from enrollment strategy to accreditation.
My path into data wasn't a straight line. I studied economics, got fascinated by how numbers shape policy and organizational strategy, and found myself drawn to the unglamorous-but-essential work of making sure those numbers were actually right. That led me into institutional research, then analytics, and eventually into data governance. The discipline of making data trustworthy at scale.
How I think about data
I think of data governance not as a compliance exercise but as a trust-building practice. When someone pulls up a dashboard, they're making a decision, and they need to know the number they're looking at means what they think it means, it was calculated the way they expect, and it's as current as it claims to be.
My approach starts with metric alignment: getting stakeholders to agree on definitions before building anything. Then it's about infrastructure: anomaly detection, data quality monitoring, clear lineage. Problems should surface early, not in a boardroom. And finally, it's about partnership: sitting with the people who consume data, understanding their questions, and designing systems that actually serve them.
The best data work, in my experience, is invisible. When governance is working well, nobody talks about it. They just trust the numbers and move on to making better decisions.
Education
MS, Economic Analysis
CUNY Brooklyn College
BA, Economics (Honors)
Manhattanville College