I make access across enterprise systems controlled, reviewable, and easier to audit. I bring hands-on enterprise application security experience and am building on that foundation for AI-enabled environments.
Security-focused enterprise applications analyst with hands-on experience in RBAC design, access audits, ERP data conversion, and cross-functional system implementations. Currently expanding into identity and access management through CompTIA Security+ preparation, Microsoft SC-900 training, and NPower's Cybersecurity Tech Fundamentals program.
I specialize in the intersection of enterprise systems and security: ensuring role-based access is correctly scoped, data migrations preserve integrity, and security configurations follow least-privilege principles.
Bilingual: English & Spanish
HRIS Analyst @ Theory (01/2022 — 10/2022) — Performance management reporting and compensation cycle QA
HR Generalist / Planning Analyst @ Samsung (05/2021 — 12/2021) — Workday HCM configuration, auditing, and reporting
Global Field Coordinator — ERP Conversion @ LivePerson (12/2018 — 05/2021) — SAP-to-Workday data conversion across global offices
Executive Assistant / HR Coordinator @ MetLife (05/2015 — 12/2018) — Full-cycle HR operations for 38,000-employee enterprise
A fictional mid-size healthcare organization is piloting an internal AI assistant to help staff with scheduling queries, clinical reference lookups, and research summaries. Employees and AI agents need different, limited access to internal tools and sensitive information. Without proper identity governance, risks include: overbroad access to protected health information (PHI), an AI assistant inheriting a user's full permissions, and no audit trail for AI-initiated actions.
Distinguishing employee identities from service/AI-agent identities. Each identity has a designated owner and authorization chain.
| Identity Type | Example | Owner | Authorizes Actions | Credential Type |
|---|---|---|---|---|
| Employee | Dr. Sarah Chen (Clinician) | HR / People Ops | Direct — user authenticates | SSO + MFA |
| Employee | James Park (Research Analyst) | HR / People Ops | Direct — user authenticates | SSO + MFA |
| Employee | Maria Lopez (Support Specialist) | HR / People Ops | Direct — user authenticates | SSO + MFA |
| AI Agent | CareAssist Bot | IT Security / AI Platform Team | Scoped service account — no user inheritance | Service token, rotated, scoped |
What each role may access and what must be denied. Null/blank = no access granted.
| Resource | Clinician | Research Analyst | Support Specialist | AI Assistant |
|---|---|---|---|---|
| PHI (Patient Records) | Read (assigned patients) | Denied | Denied | Denied |
| Clinical Decision Support | Read / Execute | Denied | Denied | Read (scoped) |
| Research Database | Read | Read / Write | Denied | Read (de-identified) |
| Scheduling System | Read / Write | Denied | Read / Write | Read |
| Knowledge Base | Read | Read | Read | Read |
| Billing System | Read (own patients) | Denied | Read (summary only) | Denied |
| Admin / Config | Denied | Denied | Denied | Denied |
Every access grant follows this lifecycle. AI agent tokens are time-limited (24h default) and auto-expire. Employee access is reviewed quarterly. Terminated employees have access revoked within 1 hour via automated de-provisioning. No standing admin access is granted to any identity.
Tradeoffs: Tighter scoping means more roles to manage and more approval workflows. The 24h token expiration adds friction for long-running AI tasks but significantly reduces exposure if a token is compromised. De-identifying research data for AI access requires investment in data pipeline tooling.
Before implementation, I would validate with: Security team (threat model review, token rotation policy), Privacy/Compliance (PHI handling, audit requirements), IAM team (integration with existing identity provider, provisioning workflows), and Clinical stakeholders (workflow impact, acceptable access latency).
Migrating ~500 employees from UKG Pro to Workday HCM across Core HR, Payroll, Benefits, and Time Tracking modules. Framework ensures zero data loss, referential integrity, and regulatory compliance through a 5-layer validation approach aligned to SDLC phases.
| Layer | Validation Type | Method | Exit Criteria | Status |
|---|---|---|---|---|
| L1 | Record Count Reconciliation | Source vs. Target row counts by entity | 100% match | ✓ Pass |
| L2 | Financial Reconciliation | Aggregate salary, benefits, tax totals | Variance < 0.01% | ✓ Pass |
| L3 | Hash Total Validation | Checksum comparison on critical fields | 100% match | ✓ Pass |
| L4 | Referential Integrity | FK relationships across modules | Zero orphaned records | ⚠ 3 items |
| L5 | Business Rule Validation | Comp plans, benefit eligibility, org hierarchy | 100% compliance | ✓ Pass |
3 orphaned time-off balance records identified in L4 referential integrity check. Root cause: employees terminated in UKG during extraction window. Resolution: manual reconciliation with HR Operations, targeted for UAT Cycle 3. Does not block parallel payroll testing.
Pre-migration data quality audit of 4,200 employee records in a legacy HRIS system. Objective: profile data issues, quantify severity, and deliver a cleansed dataset ready for ERP migration. All queries written in SQL Server.
-- Identify potential duplicate employees by name + DOB match SELECT e1.employee_id AS original_id, e2.employee_id AS duplicate_id, e1.first_name, e1.last_name, e1.date_of_birth, e1.hire_date AS original_hire, e2.hire_date AS duplicate_hire, e1.status AS original_status, e2.status AS duplicate_status FROM employees e1 JOIN employees e2 ON UPPER(e1.first_name) = UPPER(e2.first_name) AND UPPER(e1.last_name) = UPPER(e2.last_name) AND e1.date_of_birth = e2.date_of_birth AND e1.employee_id < e2.employee_id ORDER BY e1.last_name, e1.first_name;
Result: 23 duplicate pairs identified. 18 were rehires with separate employee IDs (consolidated). 5 were true data entry duplicates (merged and archived).
-- Profile null/blank values in migration-critical fields SELECT 'SSN' AS field_name, COUNT(*) AS total_records, SUM(CASE WHEN ssn IS NULL OR ssn = '' THEN 1 ELSE 0 END) AS null_count, CAST(SUM(CASE WHEN ssn IS NULL OR ssn = '' THEN 1.0 ELSE 0 END) / COUNT(*) * 100 AS DECIMAL(5,2)) AS null_pct FROM employees WHERE status = 'Active' UNION ALL SELECT 'Work Email', COUNT(*), SUM(CASE WHEN work_email IS NULL OR work_email = '' THEN 1 ELSE 0 END), CAST(SUM(CASE WHEN work_email IS NULL OR work_email = '' THEN 1.0 ELSE 0 END) / COUNT(*) * 100 AS DECIMAL(5,2)) FROM employees WHERE status = 'Active' ORDER BY null_pct DESC;
| Field | Total Records | Null/Blank | Null % | Severity |
|---|---|---|---|---|
| Emergency Contact | 4,200 | 312 | 7.43% | HIGH |
| Manager ID | 4,200 | 28 | 0.67% | HIGH |
| Work Email | 4,200 | 14 | 0.33% | MEDIUM |
| SSN | 4,200 | 3 | 0.07% | CRITICAL |
| Cost Center | 4,200 | 89 | 2.12% | MEDIUM |
| Job Title | 4,200 | 0 | 0.00% | CLEAN |
| Field | Raw Value |
|---|---|
| Phone | (555) 123-4567 |
| Phone | 555.123.4567 |
| Phone | 5551234567 |
| State | New Jersey |
| State | NJ |
| State | N.J. |
| Dept | Mktg |
| Dept | MARKETING |
| Dept | Marketing Dept |
| Field | Standardized |
|---|---|
| Phone | (555) 123-4567 |
| Phone | (555) 123-4567 |
| Phone | (555) 123-4567 |
| State | NJ |
| State | NJ |
| State | NJ |
| Dept | Marketing |
| Dept | Marketing |
| Dept | Marketing |
After profiling, normalization, and remediation: overall data quality score improved from 76.3% to 98.7%, exceeding the 95% go-live threshold. 3 SSN records escalated to HR Operations for manual resolution.
Partnered with Total Rewards and Finance to deliver data-driven compensation analysis for the annual planning cycle. Analyzed salary band positioning, compa-ratio distribution, benefits cost trends, and pay equity metrics using SQL, Workday reports, and Power BI.
| Benefit Category | Employer Cost | Employee Cost | Total | % of Total Comp | YoY Change |
|---|---|---|---|---|---|
| Medical | $8,640 | $3,120 | $11,760 | 14.2% | +7.8% |
| Dental | $720 | $240 | $960 | 1.2% | +2.1% |
| Vision | $180 | $60 | $240 | 0.3% | +0.5% |
| 401(k) Match | $3,420 | — | $3,420 | 4.1% | 0% |
| Life/AD&D | $480 | $120 | $600 | 0.7% | +1.0% |
| Total | $13,440 | $3,540 | $16,980 | 20.5% | +6.2% |
Entry-level compa-ratio of 0.84 indicates market lag — recommended 5–7% targeted adjustment for retention-critical roles. Medical cost increase of 7.8% YoY warrants plan design review with broker for next renewal. Ethnicity pay ratio of $0.94 flagged for deeper regression analysis controlling for tenure, level, and geography.
HR leadership was submitting reporting requests through Slack, email, and hallway conversations — nothing was tracked, priorities were whoever asked loudest, and there was no visibility into turnaround time or workload. I built a centralized intake system with automated routing, SLA enforcement, and a report catalog to professionalize the function.
| Priority | SLA | Definition | Example |
|---|---|---|---|
| Critical | 1 business day | Executive ask, legal/compliance, blocking decision | Pay equity audit for Legal; headcount report for new CHRO |
| High | 3 business days | Leadership request, time-sensitive business need | Time-to-fill analysis for QBR; diversity hiring metrics |
| Medium | 5 business days | Standard stakeholder request, scheduled deliverable | Compa-ratio analysis for merit planning; benefits data pull |
| Low | 10 business days | Nice-to-have, exploration, backlog item | Org chart refresh; historical trend exploration |
Master inventory of all recurring reports — used during leadership transitions to audit what exists before deciding what to keep, redesign, or retire. Reports owned by me are highlighted.
| Report | Audience | Frequency | Source | Format | Status |
|---|---|---|---|---|---|
| Monthly Headcount Dashboard | CHRO / SVP People | Monthly | Workday (Composite) | Power BI | Active |
| Quarterly Turnover Analysis | VP People & Culture | Quarterly | Workday + HRIS Export | Executive PPT | Active |
| Weekly Time-to-Fill Report | TA Leadership | Weekly | ATS (Greenhouse) | Google Sheets | Active |
| Diversity Hiring Dashboard | CHRO / DEI Council | Monthly | ATS + Workday | Power BI | Active |
| Benefits Enrollment Summary | Total Rewards / Finance | Annual + Ad Hoc | Benefitfocus | Excel | Active |
| Pay Equity Audit | Legal & Compliance | Semi-Annual | Workday Comp + Demo | Excel + PDF | Due for Refresh |
| Training Completion Rates | L&D / Dept Heads | Weekly (NEW) | LMS (Cornerstone) | Google Sheets | Building |
| Attrition Risk Scorecard | VP People & Culture | Monthly | Workday + Performance | Power BI | Active |
| Headcount vs. Budget Forecast | Finance / CHRO | Monthly | Workday + Finance ERP | Excel | Active |
| Org Chart / Span of Control | CHRO | Quarterly | Workday Supervisory Org | Visio / PPT | Under Review |
| ID | Requester | Department | Request | Priority | Status | Days |
|---|---|---|---|---|---|---|
| REQ-001 | Ana Torres | People & Culture | Monthly headcount report — new CHRO format | Critical | ✓ Done | 2 |
| REQ-003 | Maria Santos | People & Culture | Voluntary turnover one-pager for SVP review | Critical | ✓ Done | 2 |
| REQ-007 | Patricia Nguyen | Legal & Compliance | Pay equity audit — gender/ethnicity by level | Critical | ✓ Done | 2 |
| REQ-002 | Kevin Zhao | Talent Acquisition | Time-to-fill analysis by dept for Q4 QBR | High | ✓ Done | 6 |
| REQ-008 | Carlos Rivera | Sales Operations | Quota attainment vs. attrition correlation | High | ✓ Done | 3 |
| REQ-009 | Sarah Mitchell | Learning & Dev | Training completion rates — weekly cadence | High | In Progress | — |
| REQ-011 | Amanda Foster | Engineering | Engineering retention dashboard by team/level | Medium | In Progress | — |
Eliminated ad-hoc request chaos across 4+ intake channels. Established SLA accountability — 100% of requests delivered within SLA with zero breaches. Gave HR leadership visibility into reporting workload and capacity for the first time. Report catalog enabled smooth leadership transition by documenting what existed, who owned it, and what needed redesign.
Leadership requested a quarterly workforce analytics dashboard to replace ad-hoc reporting. Built using Workday composite reports, calculated fields, and Power BI visualizations. Designed to enable executive decision-making on retention strategy, compensation planning, and DEI initiatives.
Retail Ops and Customer Service account for 62% of total voluntary turnover. Combined with the 30% of workforce in the 0–1 year tenure band, this suggests onboarding experience and early-career retention programs should be the primary focus. Recommended: exit interview analysis by department, 90-day pulse survey implementation, and compensation benchmarking for high-turnover roles.