I build the structure
underneath the change.
Operations research analyst. Systems engineer. Someone who had to build the structure she needed in her own life before she could teach it to anyone else.
I have spent more than fifteen years as an operations research analyst for the federal government, working on the kind of analysis that has to hold up when someone important disagrees with it. I have a Doctor of Engineering in Engineering Management and a Master of Science in Systems Engineering from George Washington University, and a B.S. in Applied Mathematics and Statistics from Johns Hopkins. For over a decade, I have also taught undergraduate statistics as adjunct faculty at a private university.
That is the resume. Here is the part that actually explains what I do now.
The question stopped
being academic.
I have spent my whole career at the intersection of data, systems, and decisions. My graduate training covered both physical and soft systems, and somewhere in there I got interested in a question my field mostly asks about organizations: what happens if you point these tools at a person instead?
The question stopped being academic at a particular point in my life. I was holding down a career in federal analytics, teaching on the side, and becoming a wife and a mother, all at the same time. Every one of those mattered. None of them were optional. And the structure I had was not built to hold all of it.
That is the part most advice about changing your life leaves out. People are told to fix their habits, their routines, their goals, one at a time. But the rest of your life does not politely wait its turn. It becomes the thing that breaks whatever you were trying to build.
I started seeing the same thing in my students. Not a shortage of ability. Not a shortage of effort. A shortage of structure. They were reacting to whatever was loudest instead of deciding how they wanted to operate, and nobody had ever helped them look at the whole picture at once.
So I built the thing I needed, and then I built it again properly, so other people could use it.
The work has a name.
I am the Chief Performance Strategist at Analytic Confidence, where I wrote the Integrated Systems Diagnostic and the GATOR methodology, and where I lead the live cohorts. Everything I point you toward there is my own work, and I have a stake in it.
I also ran the whole program on myself before asking anyone else to. That felt like the minimum bar. If I cannot use my own methodology to sort out my own life, there is no honest way to sell it to yours.
You cannot solve what you cannot see.Take the Diagnostic Visit Analytic Confidence
Doctoral graduation, George Washington University.
Trained where being wrong
is expensive.
Operations research and systems engineering exist because complex things fail in predictable ways when nobody designs for the whole of them at once. That is the discipline behind everything on this page.
Doctor of Engineering, Engineering Management
George Washington University
M.S. Systems Engineering
George Washington University
B.S. Applied Mathematics and Statistics
Johns Hopkins University
CAP-Expert
Certified Analytics Professional, Expert Level, INFORMS
PMP
Project Management Professional, PMI
Operations Research Analyst
Federal Government, 15+ years
Adjunct Faculty, Private University, 11+ years
If a systems view of how people
actually operate would be useful,
I would like to hear about it.
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