Bo Bergstrom 🌎

Game Plan Tech

Driving Innovation
I specialize in driving the successful implementation and integration of cutting-edge artificial intelligence solutions to fuel business growth and innovation. At Game Plan Tech I work at the intersection of strategy, technology, and collaboration, ensuring AI technologies deliver measurable impact for large institutions such as government. If this sounds like something your organization could use, then feel free to reach out.

Key Areas of Focus:
	•	AI Strategy & Deployment: Crafting and executing strategies for integrating artificial intelligence solutions that align with organizational goals, optimize processes, and deliver measurable ROI.
	•	Cross-Functional Leadership: Partnering with stakeholders across all levels to ensure seamless integration of AI technologies into existing systems while fostering innovation and collaboration.
	•	Business Growth through Innovation: Identifying opportunities to leverage AI that solve complex business challenges, drive new efficiency, create new revenue streams, enhance customer experiences, and drive meaningful impact.

Why I’m Passionate About This Role:
The potential of AI to transform industries is already massive and the technology is moving fast.  I thrive on turning that potential into actionable solutions. As an entrepreneur I gained firsthand experience with the challenges leaders face when integrating emerging technologies into their operations. Using that experience in combination with the team’s expertise in AI technologies, I aim to create meaningful change that drives innovation where it’s needed most - in large organizations.

Even more important than the technology is the team of people deploying and supporting it.  Game Plan Tech is a mission-driven consulting and services firm with expertise helping government teams access the technologies that drive innovation. We’re committed to creating impactful solutions that push the boundaries of what’s possible.  In short, it’s a great team.

AI Deployment Strategist

Grenadier Consulting

Artificial intelligence (AI) is revolutionizing industries, and Grenadier is at the forefront of this transformation. Our team of experienced AI consultants combines deep technical knowledge with a keen understanding of business strategy to deliver tailored solutions that drive innovation and growth.

Our Services:

AI Strategy and Roadmap: We help clients develop a comprehensive AI strategy aligned with their business goals. We identify key use cases, evaluate investments, and create a roadmap for implementation.

AI Product Development: We assist clients in conceiving, developing, and launching AI-powered products and services. From ideation to market launch, we provide end-to-end support for successful outcomes.

AI Integration and Implementation: We guide clients in seamlessly integrating AI technologies into their existing systems and processes, ensuring maximum value from their AI investments.

Principal

Protocol Labs

At Protocol Labs, I had the unique opportunity to serve as an Entrepreneur in Residence, where I led the creation of Mosaia, a platform transforming enterprise services through AI and Web3 technologies. My role was to identify challenges in the digital business landscape and develop innovative solutions, aligning with Protocol Labs’ mission to enhance human existence through technology.

Mosaia: Redefining Enterprise Services
Mosaia was created to streamline enterprise service procurement, historically a complex and time-consuming process. By leveraging Large Language Models (LLMs), Mosaia simplifies and automates the process, building decentralized micro-marketplaces that connect Web3 builders with verified service providers, all within a trusted environment.

Key Achievements:

	•	AI-Powered Marketplace: Developed Mosaia’s AI-driven platform, enhancing connections between service providers and Web3 innovators.
	•	Decentralized Trust: Created a marketplace emphasizing trust and efficiency.
	•	Mosaia AI Assistant: Introduced an AI tool for streamlined project management, from briefs to vendor selection.

Advancing Decentralized Marketplaces at Protocol Labs
In addition to Mosaia, I contributed to Protocol Labs’ Web3 marketplace initiative. This platform empowers users with control over their data and interactions, fostering a decentralized ecosystem where builders, innovators, and service providers thrive.

Key Contributions:

	•	User-Centric Ownership: Designed a platform ensuring user ownership and control.
	•	Bilateral Reputation System: Architected a review system promoting accountability for both service seekers and providers.
	•	Data Portability: Enabled users to control their data, ensuring flexibility within the platform.

At Protocol Labs, I focused on creating innovative solutions that intersect AI and Web3, paving the way for a future where enterprise service procurement is efficient, trustworthy, and decentralized.

Entrepreneur in Residence / Marketplace Startup Operator

Bo Insights

Helping companies launch and grow new software products by consulting on go to market strategy (GTM), product-market fit (PMF), post-sale software implementation, and user adoption.

Healthtech Startup | 2021 – 2022
I led research, ideation, user interviews, website design, contracting, and onboarding for the creation of a Decentralized Autonomous Organization (DAO). Due to the non-technical nature of the user base I abstracted away the complexity to convey the importance of incentive alignment in an effort to disrupt and democratize behavioral healthcare services. This successfully drove community engagement and resulted in over 200 member applications in the first 30 days of soft-launch with no budget.

Freelance Consultant

Internal Revenue Service

I managed a portfolio of commercial off-the-shelf (COTS) products that were integral to a large-scale digital transformation program to enhance the taxpayer experience. My responsibilities included overseeing new implementations, ensuring that each deployment was on time, within scope, and fully aligned with the business objectives outlined in the project charter.

As a trusted advisor to the Wage and Investment division, which consists of over 37,000 employees, I was deeply involved in executive stakeholder management, developing detailed project plans, scheduling and coordinating multiple workstreams, tracking milestones, and providing status reports to senior leadership. My role required leading complex, multi-disciplinary projects that involved assessing organizational readiness, creating efficient workflows, and drafting solution design documents that clearly defined the project scope and goals.

One of the most significant projects under my leadership was the congressionally mandated launch of the Central Authorization File (CAF) cloud transformation. This project was a high-stakes initiative that went live in under three months, ultimately resulting in 500,000 submissions within the first year. Building on this success, I then led the expansion of the CAF system from 3 to 10 campuses nationwide, greatly enhancing its reach and operational effectiveness.

Another critical assignment involved taking over the Error Resolution System (ERS) installation, which had fallen three months behind schedule. Through proactive stakeholder engagement, identifying key decision-makers, and removing project blockers, I was able to establish a new schedule that brought the project back on track.

These experiences provided a deep understanding of senior stakeholder management, large-scale software implementations, chatbot design, cloud computing, and the broader challenges associated with digital transformation at a massive scale within a highly regulated environment.

Product Implementation Manager

Humanly

Mental health and wellness startup offering real estate as a service.

I spearheaded a dramatic turnaround for the company, moving it from the brink of insolvency and missed payroll to the verge of profitability within just 18 months. This transformation was achieved through a combination of strategic leadership, rigorous operational improvements, and a relentless focus on growth and efficiency.

One of my key initiatives was overseeing all aspects of employee and contractor hiring, personally scaling the organization’s headcount from a lean team of 2 to a robust and dynamic workforce of 19. This expansion was critical to supporting our growing customer base and ensuring the quality and consistency of our services across all locations.

During this period, we placed a strong emphasis on optimizing our existing locations, standardizing procedures, and refining our opening processes, which resulted in a 10x increase in top-line revenue. Our focus on improving the customer experience was paramount; we developed an automated marketing funnel that not only enhanced customer satisfaction but also created a powerful, scalable word-of-mouth sales engine. This strategy led to a remarkable 400% growth in sold but unopened locations, setting the stage for continued expansion.

All of this progress occurred in the midst of the Covid-19 pandemic, which presented significant challenges to our business model. Despite these hurdles, we successfully renegotiated vendor contracts to reduce costs, raised a crucial bridge round to maintain liquidity, and continued closing new sales, even in a climate of economic uncertainty. Fundraising during this period required proactive and transparent communication with investors, as well as the ability to make difficult, yet necessary, decisions to steer the company through turbulent times. Our ability to adapt, innovate, and persevere during these challenges laid the foundation for sustained success and positioned the company for future growth.

Chief Executive Officer (CEO)

SonderMind

SonderMind: Transforming Mental Healthcare Through a Digital Marketplace

In the competitive healthtech arena, SonderMind emerged as a trailblazer, reshaping mental healthcare from the heart of the Greater Denver Area. Our goal? Address the systemic inefficiencies that plague mental health services.

Revolutionizing Mental Healthcare Delivery
SonderMind's vision was clear: leverage the marketplace startup model to connect therapists and patients seamlessly. By building a two-sided marketplace, we aimed to break down traditional barriers, making mental healthcare access as streamlined as e-commerce.

The Growth Trajectory
From its inception, I was entrusted with guiding SonderMind from a nascent idea to a robust platform boasting a 5 MM run rate. Our growth strategy was multifaceted: meticulous product development, an agile operational roadmap, and fostering collaboration across diverse internal teams.

Operational Mastery in Healthtech
As SonderMind's footprint expanded, my focus shifted towards operational nuances. This involved spearheading key processes, cultivating teams, and mentoring leads. From product innovation to customer support and billing (Revenue Cycle Management or RCM), we grew exponentially. Our dedicated teams, totaling over 25 professionals, served a community of 500+ therapists and catered to the diverse needs of 20,000 clients.

Guided by Data and Goals
In the fast-paced world of marketplace startups, metrics are pivotal. Through rigorous OKRs (Objectives and Key Results), we ensured each team was goal-oriented and adaptive, enabling SonderMind to stay at the forefront of mental healthcare innovation.

SonderMind's Legacy
Marrying healthtech innovation with the crucial domain of mental healthcare, SonderMind stands as a testament to what's achievable when technology meets compassion.

Head of Product and Operations to Chief Experience Officer (CXO)

Uvize

A SaaS Startup's Evolution: From Innovation to Enterprise Success

SaaS startups often lie at the intersection of innovation and enterprise demand. Backed by renowned investors like Techstars and the Foundry Group Angel Syndicate, our company embarked on a journey to carve out a unique space in this competitive sector.

Guiding a Diverse Team
At our core was a team of engineers, designers, SDRs, and account executives. As the lead for sales operations, product, and support, I wore multiple hats, ensuring that our software solution resonated with clients while also overseeing the team's daily operations.

Meeting Real-World Scalability
Our engagement with over 30 universities, notably a 10K student SUNY campus, showcased our platform's adaptability. These implementations were more than just software rollouts; they required understanding each institution's specific needs and ensuring our solutions aligned.

Refining Sales and Market Strategy
Enterprise sales in the SaaS realm go beyond pitching software features. Our Go-to-Market strategies were tailored to address institutional needs, ensuring our pitches and demos resonated. Furthermore, pinpointing the right product-market-fit was crucial. My role often involved delving into various business areas, leading to strategic shifts in our target market and pricing, which subsequently fueled our year-over-year revenue growth.

Valuable Experience
Our startup's growth journey underscores the importance of agility in the SaaS sector. For SaaS companies looking to succeed, it's vital to balance software innovation with strategic market positioning while also realizing that early-stage SaaS sales is one of the truest implementations of Boyd’s OODA loop.  The goal is to iterate as fast as possible to find product-market-fit in a vertical you can scale into.  That is no small task, especially while fighting against very limited runway.

VP of Product and Operations

Northwood Investment Partners LLC

Regional sales representative for a registered investment advisor managing accounts with a value oriented strategy.  We use our financial and operational expertise to identify undervalued companies and special situations to invest in utilizing equities, options and above average cash balances in a concentrated portfolio that offers an asymmetric risk/reward profile.

I developed marketing strategy, sales operations and branding/messaging.

Regional Associate

Occipital

Pioneering the Future of Computer Vision: A Business Development Odyssey

In the rapidly evolving landscape of technology startups, it's the blend of cutting-edge innovation and astute business acumen that sets industry leaders apart. Our venture, backed by the formidable Foundry Group during its Series A funding round, is an embodiment of this synergy. Positioned at the vanguard of computer vision, our company sought to bridge the realms of mobile software and hardware, crafting products that would redefine user interactions in the digital age.

The 0 to 1 Leap
Rooted in extensive market research, our vision materialized into a tangible physical product, evidenced by our successful Kickstarter campaign that garnered $1.3 MM in a month. This wasn't just about a product but a testament to a well-executed business development strategy that resonated with our target audience.  Credit to Adam for his media connections and Jeff for extremely high production standards.

Operational Excellence & Team Growth
Transitioning from Series A to Series B brought operational challenges and opportunities. As our revenue surged 10x and the team expanded 4x, a meticulous hiring process was crucial. Every interview was an exercise in ensuring a match with our startup culture, emphasizing adaptability and passion for computer vision.

Streamlining Hardware Operations
Our journey also involved mastering the supply chain and distribution logistics for our B2C hardware offering. This operational challenge meant optimizing everything from production lines to support systems, ensuring our product reached users seamlessly.

Forging Sales Pathways
Despite being a newcomer without strong brand recognition, our strategic approach to channel partner sales paid off, yielding contracts exceeding $5 MM. This was my primary focus and showed the undeniable innovation and value our product brought to the table.

Director Of Business Operations

I help companies identify, launch, and scale new products.  While the technology itself plays a big role in any new product, I focus on the human factors as much as the technology.

In my previous and current roles, I've taken products and even whole companies from nothing to 2 to 5 million in ARR four separate times now.  In some ways I guess you could say my specialty is 0 to 1, go to market (GTM), greenfield opportunities, or new ventures.  Whether it's an early-stage company that needs that kind of growth, a later stage company looking to launch new products, or an incubator/studio, then I am interested in having a conversation.  

I love quotes - in case you haven't noticed - and equate them to concentrated shots of wisdom.  I also write about life lessons, startups, and whatever it is I'm learning about.  I enjoy learning, especially the early part where the learning curve is steep. So I often write a series of 3, 5, or 10 posts about the same topic.  Then, I move on to the next one so if you subscribe, you better love to learn about new topics!

If you remember one thing, know that I believe no matter what obstacle we may face we can overcome it.  That if we work together, then we can make the world a better place.  It may sound trite, but it's a necessary belief when the media around you is yelling that the world is continually ending!

The Power BI Whisperer | Power BI, Fabric Principal Consultant @Simple BI Inc

Let’s get to the point: you’ve got data problems, and I’m here to solve them. 
 
Imagine running an operation where every decision is backed by clear, actionable insights.  

No more guesswork.  
No more surprises.  

Just a seamless flow of information that drives your company forward. 

I'm David Giraldo, Principal Consultant of Data Analytics at Simple BI.  

In every corner of the manufacturing world, I’ve seen: 
 
• Unreliable demand forecasts 
• Constant stockouts that leave customers frustrated 
• Capacity constraints bottlenecking your production, eating into your profits  

Over the past few years, I've helped companies like Microsoft*, Westlake Chemical*, Waste Management*, MSA The Safety Co*, Sub-Zero Group*, Tricorbraun*, and Kroger Pharmacy* not just navigate these issues but turn them into strengths. 
 
Here’s how I solved them: 
 
1. We start with your data.  
 
Whether it’s buried in SAP, outdated systems or siloed in 1,000 Excel files across your organization, we dig in and bring it all together.   

From there, we design advanced analytics solutions using Azure Data Platform, Microsoft Fabric to give you a 360-degree view of your operations. 
  
2. We build clarity.  

We create reports in Power BI that deliver the exact insights you need to: 
 
• Optimize your supply chain 
• Predict demand more accurately 
• Manage your inventory in real time 
 
3. We drive action.  

We work with your team to automate processes and simplify operations so you can focus on what matters:  

Growing your business without the operational headaches. 
 
My goal is simple:  

I help manufacturing leaders turn data into decisions that don't just keep businesses running, but position them to thrive in an increasingly competitive market. 
 
Ready to see how your data can work as hard as you do? 

Let's chat. Send me a message here on LinkedIn or visit www.simplebi.net. 
  
*Through third-party

David Giraldo

When a client says "we need real-time data," I ask one thing before touching the tech stack:

Name a decision that moved faster because of real-time data. 

If the answer is immediate, real-time earns its cost.  

If it takes more than 30 seconds, it doesn't. 

Daily decisions run on a morning refresh.  

Weekly decisions run on a weekly refresh.  

Live ops floors, active trading, patient monitoring - those pass the test without hesitation.  

Everything else is a trust problem or a cadence problem. 

Schedule reporting around decisions, not around refresh rates. 

You’ll save your sanity and the client’s money at the same time.

Saved over $500k for clients with 25+ reporting and data analytics solutions | Principal Fabric Analytics Consultant

Reddit spent the week debating whether dashboards are dead: 

We audit Power BI tenants every quarter. Here's what the usage data says: 

Dashboards with zero opens in 90 days share 3 traits:  

No decision attached to them, no owner, no meeting where the output gets used. 

Dashboards still running every Monday share something else:  

A specific question behind the build, a named owner, and a slot where someone acts on the output. 

What's fading: static KPI pages with nothing to answer to.   

What's replacing them:  

👉 anomaly alerts 
👉 triggered reports 
👉 Copilot queries 

All tied to actual decisions. 

Yes, those are different formats. But they have the same requirement behind all of them: 

A decision. An owner. A cadence. 

Which comes back to the most important rule in BI: 

Schedule reporting around decisions, not around refresh rates.

Open access can feel like empowerment. In practice, it’s how reports break. You’ve likely lived this:  

A well‑meaning edit to a shared measure makes revenue look 4% light.  

Teams fills with questions.  

Finance pauses the close for six hours.  

Trust takes much longer to repair. 

To prevent that, here's my simple guardrails test you can share with your team: 

If it’s a strategic KPI → certify the dataset, write down the definition, and only allow view access to the dataset with role-based access.

If it’s exploration → keep it in a separate sandbox workspace or personal workspace. 

If a report is promoted → name a single owner and add a visible “What’s new” panel with release notes. 

If usage drops → alert the owner (not “all hands”) and decide whether to fix, deprecate, or archive. 

Two helpful policies: no owner, no publish. No edits on certified content. 

Self‑serve should feel safe and fast: access, with governance built in. 
 
Which one guardrail would prevent most of your fires? Choose it and implement it this week.

Fabric rollouts don’t fail in month six. They fail in week two:

Night before sprint 1, Teams lights up with: 

“Which workspace are we using?”  

“Lakehouse or Warehouse?”  

“Who owns the semantic model?”  

The Friday demo is still on. Everyone’s tense. 

I fix it with a two‑week kickoff that locks the basics: 

• 20‑minute intake to agree on role, timeline, and decision rights 

• Lakehouse vs Warehouse split decided and written down 

• Workspaces and permissions set for Dev, Test, Prod 

• Semantic model stubbed with grain and conformed dimensions 

• Guardrails set: certified datasets, refresh windows, named owner, visible change log 

This is what my team does, white‑label under your brand. 

Your email. Your standups. Your deck. 

We get the blueprint right. Your team ships. We unblock quietly. 

Need hands on a current project? DM me and we can start next week under your brand.

Everyone loves the final dashboard. Nobody sees the trade-offs: 

It’s 10 p.m.  

The board meets at 9.  

A VP messages: 

“Can we add one more slice?” 

Meanwhile a key visual hangs because the model is working too hard.  

You fix it, keep the story intact, and pray nothing else tips over. 

Here’s what “fast” in Fabric actually took: 

👉 We settled 7 definitions up front in the semantic model so every page told the same truth. 

👉 We killed a 14-minute DAX by pushing the math into the Lakehouse and materializing a clean Gold table. 

👉 We moved one page from DirectQuery to Import to stop chatty, slow queries. 

👉 We dropped a pet visual so every view stayed under a 2-second target. 

👉 We cut hover-only details execs never use and agreed on scope at 10 p.m. instead of pretending it’s “quick.” 

My rule on Fabric builds: earn speed with choices first. 

Right storage, right model, right visuals. Then add back only what proves its value. 

Speed is bought with choices, not magic. 

PS. What percent of your “Fabric work” is actually plumbing? DM me if you need a hand fixing it.

I stopped handing off deliverables. I hand off ownership: 

The difference shows up about 90 days after the project closes. 

A deliverable without an owner has a half-life: the definitions drift, the model falls behind, and when the dashboard breaks on a Monday, nobody knows who to call. 

So the first conversation with any new client isn't about scope. It's four questions: 

Who owns this domain when I leave? 

Who approves a change to the model? 

What happens when a refresh fails? 

Who documents the next update? 

If those don't have answers, we answer them before I write a single line of DAX. 

The handoff is a working system: named owners, documented rules, a clear recovery path. 

If nobody owns it when I leave, I didn't deliver. I created a dependency.

A global petrochemical manufacturer was producing an 800-page finance report. It took 3 weeks every time... 

The data existed, spread across Snowflake, SAP, BPC, CO-PA, Salesforce, and a set of Excel files no team had full visibility over.  

No structured path from source to decision, governance layer, or ownership. 

During the 6 months together, we helped them fix it. Here's what we built: 

→ Snowflake mirrored into Fabric. Excel ingested via Pipelines. Bronze, Silver, and Gold Lakehouse layers for Finance and Manufacturing. 

→ Two Data Warehouses, one per domain, with business rules applied at the Gold layer. 

→ Microsoft Purview: sensitivity labels, certification, data stewards, and access policies. 

→ Power BI: executive Finance dashboard for board and VPs. Daily Production report with drill-down, trends, and RLS. 

The 800-page report is gone. 

Finance gets continuous access. Production gets trends and drill-down - not a number in a daily email. 

Before the first table was built, the first task was defining what "certified" meant in this organization, and who would sign off on it. 

Certification without a definition is decoration.

Microsoft just made Power Query callable via API. If your Fabric environment is already a mess, this will make it worse: 

Fabric Data Agent permissions change on April 6. 

Today it takes Build access to query a semantic model through a Data Agent.  

After April 6: Read access is enough. 

Before that date, run this check: 

→ Which semantic models carry broad Read access: org-wide groups, department roles, inherited workspace permissions  

→ Whether any of those models expose data not designed for open query  

→ Who is the named owner of each affected model 

If the ownership answer is "not sure," that's the exposure. 

Read access was granted loosely for years, because it didn't open the query door. Starting April 6, it does. 

Permissions audit first. Data Agent rollout second.

I've walked into Fabric environments where the most-used semantic model has no named owner, no refresh SLA, and no documentation. 

Nobody flagged it as a problem because nobody knew it was missing. 

Week 1 of every new engagement, we run the same three-step ownership audit: 

→ Admin Scanner API: 

Pull every workspace. Flag anything with no description, no named contact, no assigned refresh owner. 

→ Activity Log: 

90 days of usage data. Zero opens goes onto a "confirm or retire" list. Not a deletion queue. Confirm first. 

→ Owner map: 

Every remaining asset gets one name. One domain, one person. Written down. 

Step 1 surfaces more workspaces than the client expected. 

Step 3 surfaces fewer owners than the asset count suggests. 

The gap between those two numbers is the governance debt. 

It compounds with every report added without an assigned owner. 

Fix ownership first. Build after.

A steering meeting opened with 45 seconds of silence. Here's what caused it: 

The dashboard was on the screen. The numbers were fresh. Nobody knew what to do with them. 

The CFO asked for a recommendation. Nobody answered. 

The report showed activity - revenue trends, pipeline stages, headcount movements.  

What it didn't show: what the meeting was supposed to decide. 

I looked at the reporting setup. The problem was structural: 

The pack refreshed every Monday. Nobody had named the decisions it was meant to drive. Those weekly sessions had become reading exercises with senior people in the room. 

Three things I changed after that: 

1. Each report was linked to a named decision. 
2. A decision owner was named before the invite went out. 
3. Anything not tied to a live decision was cut from the pack. 

Name the decision before you open the dashboard.  

Meetings that skip that step will open in the same, unproductive way.

Someone asks for “one more view” right at the end of the sprint. Here’s the problem: 

Nobody budgets the work that makes that view safe to trust. 

Here’s where the work actually goes before visuals: 

• Data model – 50%  

One semantic model, clear grain, reusable measures. If logic lives in visuals, you’re building debt. 

• Lineage and reliability – 20%  

Source-to-metric map, refresh cadence, alerts, owner. If you can’t trace it, you can’t fix it. 

• Metric definitions – 20%  

Plain‑English meaning, formula, examples, effective date, change log, accountable owner.  

This kills definition drift. 

• Visual layer – 10%  

Layout, colors, filters. Polished last because polish multiplies risk if the core is shaky. 

Before I ship “one more view,” I require three artifacts: 

👉 Model snapshot:

A simple diagram and the list of measures with a one‑line purpose each. 

👉 Lineage card:

Sources, refresh schedule, failure alerts, and who to call when it breaks. 

👉 Definition sheet:

Top 20 metrics with meaning, formula, owner, and last changed date. 

No new page if any of the three is missing. If stakeholders still want it, we agree on the risk and a deadline to shore up the foundation first. 

For a 20‑hour request, I’ll spend 16 on model, lineage, and definitions. The last 4 on visuals. That’s how dashboards survive next month’s schema change. 

If you want adoption, fund the foundation first.

Fixing BI without a diagnosis is rearranging the debt. 

Three questions I run before I touch anything: 

→ Who uses this, and what decision does it support? 

If nobody can name a decision, the asset isn't broken. It's irrelevant. Fixing irrelevant things is expensive clutter maintenance. 

Skip this check and half the tickets on your backlog disappear. You just stop working on them. 

→ Who owns it after the fix? 

No named owner means the fix is temporary. It drifts back to broken within 60 days. 

Assign the owner before you assign the work. That's what makes a fix stick. 

→ What breaks downstream if I change it? 

One measure can sit inside 14 reports. Change it without checking - 14 reports now have a problem. 

Map the connections before touching the model. The blast radius is wider than it looks. 

Know the decision, name the owner, and map the dependencies. 

Then fix it.

taplio

The Battle

Bo Bergstrom 🌎

David Giraldo

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The Battle

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David Giraldo

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Performance Score.css-goub6s{font-size:var(--chakra-fontSizes-md);font-weight:500;color:var(--chakra-colors-gray-600);display:block;margin-top:var(--chakra-space-1);}David Giraldo's LinkedIn Performance

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