Key Achievements & Case Studies

Health Tech & Gamification

Critical Campaign Launch: 60k+ Participants

dacadoo / Irish Life GAA

Situation

Irish Life, one of Ireland's largest life and pensions providers, partners annually with the GAA to run the Irish Life GAA Healthy Clubs Steps Challenge, a nationwide activity campaign where GAA, LGFA, and Camogie clubs compete on collective distance/steps for prize funding and club recognition. The challenge runs on Irish Life's MyLife app, which is powered end to end by dacadoo, a Swiss insuretech company whose gamified health engagement engine and Health Score technology are white labelled into apps for insurers and corporate wellness programs worldwide.

Task

As Technical Account Manager and Program Manager at dacadoo, I owned readiness and delivery of the platform for each annual edition of the campaign on the dacadoo side, making sure the engine could reliably support a nationwide, time boxed surge in activity from clubs across the country without service disruption.

Action

I led the launch readiness process each year: forecasting expected participation and club sign up growth with Irish Life, coordinating infrastructure scaling ahead of the challenge window, and introducing targeted logging and dashboards to give the team real time visibility into system health during the live event. I set up war rooms for launch critical periods and ran close, ongoing coordination with Irish Life stakeholders throughout planning and execution, acting as the lead point of contact on the dacadoo side.

Result

Every annual edition launched and ran successfully with zero downtime. The challenge scaled significantly over time; the most recent published edition (2025) tracked over 1,000 participating clubs covering 7 million km in 5 weeks, according to the official GAA announcement, with participation averaging 60k+ people across editions. The initiative has become a recurring, high visibility fixture on the GAA's Healthy Clubs calendar.

SaaS Operations & Growth

Global Platform Scaling: 1.5M+ Users

dacadoo

Situation

When I joined dacadoo, a Swiss insuretech company, in 2020, the company was a startup scaling rapidly but without a dedicated support organization. Backend developers were pulled into daily and nightly firefighting to keep the platform running, which stalled product development and left no clear ownership of incident response or customer support.

Task

I was tasked with building a support function from the ground up: designing a support model, hiring a distributed team across three continents, and establishing the processes, metrics, and governance needed to support a rapidly growing, multi-market SaaS platform.

Action

I hired and onboarded support agents across Europe, Asia, and North America and set up a full follow the sun support model so coverage followed demand around the clock. I introduced standardized SLAs into customer contracts, built out metrics and monthly reporting dashboards, and created support templates and documentation to standardize how issues were triaged and resolved. Working closely with engineering leads, I established an overall governance structure connecting support, engineering, and customer facing teams. Beyond building the function, I acted as deputy head of services, coordinated client engagement, and took part in presales activities to help onboard new clients.

Result

The platform grew from a few dozen thousand users to over 1.5 million users across a dozen countries, supported by the model I designed. Critical incidents dropped from around 10 per month to just a handful for the entire year, reflecting the shift from reactive firefighting to a mature, proactive support and governance structure.

Process Optimization

Onboarding Redesign: 50% Faster

dacadoo

Situation

dacadoo offered two distinct integration paths, an API product and a white-label product, but both followed the same onboarding prerequisites despite serving very different customer needs. This meant API clients, who typically needed a much lighter integration, were held to the same requirements as full white-label clients. Many of these prerequisites weren't actually necessary for API onboarding, which made the process unnecessarily slow. Onboarding typically took 2 to 4 months regardless of which path a customer was on.

Task

I was responsible for identifying why onboarding was taking so long and working across teams to fix it, particularly for API clients who were most affected by the mismatched requirements.

Action

I worked closely with the product and engineering teams to review the existing prerequisites end to end, identify which requirements were genuinely necessary versus inherited from the white-label process, and separate the two bootstrapping paths into distinct, purpose-built onboarding flows. This included simplifying the requirements specifically for API clients so they were no longer bottlenecked by white-label-specific steps.

Result

Onboarding time was reduced from 2 to 4 months down to 4 to 8 weeks, roughly a 50% improvement, with the biggest gains seen on the API side. The separated flows also gave both product lines clearer, more appropriate onboarding paths going forward.

Enterprise IT Governance

Lean IT Transformation: 60% Waste Cut

Mettler Toledo International

Situation

At Mettler-Toledo, a global provider of precision instruments and measurement technology used across industries such as laboratory, industrial, and food retail, enterprise IT operations suffered from fragmented systems and substantial administrative overhead caused by non-value-added activities. This affected the shared IT service used across the entire company, making operations harder to predict and manage at scale.

Task

As Project Manager and Lean Manager, I was responsible for leading an enterprise-wide initiative to streamline IT workflows by implementing ServiceNow and applying Lean principles to fundamentally reduce waste across the shared IT service.

Action

I audited existing processes to identify waste and inefficiencies, then redesigned incident and change governance within ServiceNow to close the gaps. I applied Lean Six Sigma principles throughout the transformation and used BMC Discovery's AI-driven capabilities to map infrastructure and optimize activity across the environment.

Result

The initiative delivered a 60% reduction in non-value-added activities, along with improved change governance and more predictable platform operations across the company's shared IT service.