Smarter insights, faster decisions Gen AI–powered forecasting and planning that empowers everyone from associates to executives, streamlining decision-making with intelligent, personalized dashboards from the back office to the boardroom.
The IBG platform wasn’t just a tool it was a strategic shift. I focused on three core pillars that enabled smarter, faster, and more human-centered decision making at scale
Data was fragmented across Excel sheets, legacy systems, and disconnected reports.
IBG unified financial, labor, supply chain, and pricing data into a single platform giving every user, from associates to executives, access to the same real-time source of truth.
This broke down silos and eliminated contradictory forecasts across departments.
Manual reporting consumed thousands of hours each year and introduced errors.
We didn’t replace workflows, we enhanced them. Gen AI, forecasting engines, and scenario simulators were layered into familiar interfaces, allowing users to focus on decisions, not data prep.
1,800+ hours saved annually and faster, more confident decisions without losing human insight.
Only analysts and executives had access to advanced BI tools, leaving clubs and regional leaders without the right data.
Dashboards were role-based, personalized, and accessible across devices. A club manager could get AI-driven labor insights just as easily as a CFO could see market-level forecasts.
Created a culture of empowered decision-making, reducing dependence on centralized analysts.
From insights to implementation a structured, user-centered approach that turned complexity into clarity and vision into value.
Real-time, role specific financial visibility tailored to the unique needs of club managers, regional directors, and executives so everyone sees what matters most, instantly.
A club-level command center for scheduling and pricing balancing labor optimization with seasonal trends and regional pricing sensitivities.
Predictive models that anticipate member behavior, demand surges, and operational shifts—powering smarter planning across merchandising and supply chain.
“What if” tools that let leaders model the impact of staffing changes, pricing experiments, and events before they happen.
“What if” tools that let leaders model the impact of staffing changes, pricing experiments, and events before they happen.
From operational pain points to measurable progress IBG turned insight into action across the enterprise.
↑ Improved by 30% reducing missed targets and reactive decisions
↓ Saved over 1,800 hours/year by eliminating spreadsheet-heavy reporting
↑ 139+ active users across finance, ops, and leadership
↑ Achieved 60% faster planning cycles across clubs and corporate leadership
Reached 100% adoption within the merchandising org now part of daily ops
↑ Delivered real-time dashboards accessible by CFO and CEO, aligning decisions at the top
A scalable system, empowered teams, and executive alignment turning complexity into clarity.
AG Grid, D3.js, and Gen AI pipelines brought speed, flexibility, and intelligence to a high-stakes financial environment.
We standardized our design-to-dev workflow using Figma Dev Mode, ensuring every component was built exactly as intended.
Created a repeatable delivery pipeline, embedded design systems, and mentored teammates—scaling outcomes, not just output.
Hosted workshops across finance, ops, and merchandising; pitched vision to the CFO to lock in long-term sponsorship and trust.
True transformation came from working as one—design, product, and engineering—aligned around shared purpose and scalable systems.
We learned that adoption skyrockets when you design with users, not around them. IBG succeeded because we amplified existing workflows instead of trying to rebuild them from scratch.
It wasn’t about flashy AI—it was about usable AI. We focused on making Gen AI outputs simple, contextual, and actionable for everyone, not just data teams.
A structured pipeline—from discovery to dev-ready designs—enabled our small team to deliver at enterprise scale. Operational discipline turned creativity into outcomes.
We saw firsthand that getting leadership on board early—especially the CFO—was a game-changer. It unlocked resourcing, accelerated adoption, and kept product vision aligned with business priorities.
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