All of the work.
None of the bureaucracy.

Financial Reporting & Accounting sat at the bottom of a funnel fed by almost 200 people. My own team was drowning in overtime, and the obvious read was that we were understaffed.

It was a symptom: every area upstream produced something slightly different from what the next one needed to consume.

I proposed going area by area, mapping what each one fed and what each actually required, and fixing the mismatches at the source. Sixteen people worked the problem with me.

A department of eight plus a manager existed to retype sales data for niche contracts between systems and into PDFs by hand, in English and Portuguese. The duplication cost twice: the hours, and the contractual mismatches between language versions that quietly lost revenue in disputed terms.

Nobody asked me to fix it; I was the data lead for Latin America. I automated it first, which retired an entire category of error-prone data entry need.

That freed seven people's worth of capacity, so instead of cutting it, we retrained them as an inside sales team with new compensation and targets, handing them the low-complexity share and freeing the field salespeople for the complex deals that actually move revenue.

Leading engineers across concurrent brand workstreams for The Wall Street Journal, Financial News London, and Investor's Business Daily, and acting as the main line between engineering and stakeholders.

Building FN London as a reusable platform rather than a one-off is what later made WSJ+ possible at all.