Built, shipped, and in production.

Five brands, four systems, one number

The situation. An acquisitive, PE-backed workforce platform ran five operating brands on four different source systems across three SQL dialects. Consolidating monthly revenue was a manual, multi-day spreadsheet exercise, and every brand computed its metrics its own way.

The work. Unified ingestion from every source into a single lakehouse, a conformed dimensional warehouse with one definition of provider, client, job, placement, and revenue, and orchestrated daily loads with logging and health monitoring.

The outcome. One revenue and gross-profit number across all five brands, refreshed every morning. Consolidation effort went from days per month to zero.

The numbers nobody believed

The situation. Dashboards existed; leadership ignored them. Executives kept their own spreadsheets because the two sets of numbers never agreed, and nobody could say which was right.

The work. A KPI definition audit to find where metrics diverged, then a validation harness reconciling every warehouse metric to the leadership‑trusted report, line by line, re-run automatically on every load.

The outcome. The dashboards and the trusted report now agree, provably, every day. Months later, the harness caught a silent upstream extract change that had swung two brands by +68% and −91%, before either number reached a leadership report.

The revenue nobody was counting

The situation. Permanent-placement fees lived entirely outside the reporting path: booked and banked, but invisible in every board metric and every growth conversation.

The work. Modeled the placement fee stream as a first-class fact in the warehouse and wired it into executive reporting, a byproduct of building one governed definition of revenue rather than a separate project.

The outcome. $559K of previously untracked revenue surfaced in a single line of business, now visible in every board pack.

A monthly operating packet leadership actually reads

For a behavioral-health provider group: a standing operating packet covering the metrics that run the business (census, utilization, and revenue), produced on a schedule, from governed data, without a spreadsheet assembly line.

Portfolio reporting for a PE sponsor

Standardized reporting across portfolio companies for a private-equity sponsor: the same metrics, computed the same way, at every company the firm owns, so the operating team compares performance instead of reconciling definitions.