Sr. Analyst specializing in ERP implementations, data governance, security design, and analytics across enterprise platforms. I turn complex system modernizations into clean, validated, production-ready data.
I specialize in the work that makes system modernization succeed: data mapping, cleansing, reconciliation, validation, and go-live execution. Most recently, I led an enterprise-wide UKG-to-Workday migration — owning data conversion for 500+ employees across Core HCM, Payroll, Benefits, and Time Tracking.
Prior to that, I designed enterprise reporting solutions — calculated fields, composite reports, matrix reports, and KPI dashboards — supporting data-driven decision-making for organizations up to 38,000 employees.
Currently pursuing CompTIA Security+ and expanding into identity & access management, where my expertise in enterprise systems and role-based access control design creates a natural bridge.
Bilingual: English & Spanish
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.
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.