CASE STUDY • DATA & REPORTING
Data, Reporting &
Operational Intelligence
GitHub Education + CORL Technologies
Turning operational and customer data into structured reporting systems that surface trends, strengthen decision-making, and give teams clearer visibility into program and customer health.
THE PRINCIPLE
Collecting data is not the same as creating insight.
Across both Customer Success and Program Operations roles, I have repeatedly encountered the same challenge: organizations often have substantial amounts of data, but the information is not structured in a way that makes decisions easier.
My approach is to begin with the business question—not the dashboard.
I identify what teams and leaders need to understand, determine what information can answer those questions, improve how that information is captured, and then build reporting around the resulting data.
GITHUB EDUCATION
Moving operational tracking beyond spreadsheets.
Program activity relied heavily on spreadsheet-based tracking, which made it difficult to consistently surface trends, recurring themes, and overall program status.
I transitioned this work into a structured Microsoft Lists / SharePoint workflow and connected the resulting data to a Power BI dashboard.
The objective was to make operational reporting a natural output of the work itself rather than requiring repeated manual compilation.
SALESFORCE REPORTING
Using data quality to protect the customer experience.
Existing Salesforce renewal reporting could miss institutions approaching renewal.
That was not simply a reporting inconvenience. Missing an institution could contribute to a gap in service, which could then become a customer escalation.
I taught myself the necessary Salesforce reporting functionality and created a more reliable report for identifying institutions requiring renewal review.
THE CONNECTION
Data quality → operational reliability → customer experience
CORL TECHNOLOGIES
Building meaningful customer health reporting.
As CORL developed its Customer Success function, I researched approaches to customer health and evaluated how existing systems such as HubSpot and Power BI could support a more structured view of customer engagement and risk.
But defining customer health introduced another question: Were we measuring the things customers themselves actually valued?
When developing the QBR framework, I recommended asking customers directly what information and outcomes were meaningful to them.
When appropriate, those insights could then influence what the organization tracked and reported, creating a stronger connection between internal metrics and customer-defined value.
FROM REPORTING TO ACTION
A dashboard should change what happens next.
Whether I am looking at customer health, renewal activity, support operations, or broader program performance, my goal is not simply to visualize data.
Reporting should help answer questions such as:
Where is risk emerging?
What trends are changing?
Where is the process creating friction?
Which customers or program areas need attention?
Are our interventions working?
What should we do differently next?
TOOLS IN PRACTICE
Different systems. One operating philosophy.
Salesforce
Renewal reporting, operational visibility, data quality, and program monitoring.
HubSpot
Customer lifecycle information, engagement, and Customer Success operations.
Power BI
Translating structured operational and customer data into accessible reporting.
Microsoft Lists + SharePoint
Replacing less structured tracking with data that can support repeatable reporting.
MY APPROACH
Start with the decision. Then build the data system that helps people make it.
Across different teams, platforms, and business problems, I have used the same underlying approach: understand the question, improve the quality and structure of the data, surface meaningful patterns, and connect those insights to action.