Alberto Martinez Galib

• Led the digitalization and automation of the franchise ops scorecard with roll-down capabilities, transitioning data analysis from lagging to leading indicators. Managed data gathering from 11 DRIs and diverse raw data sources, streamlining the process by identifying and integrating multiple data sources. Collaborated with franchise and site leaders across different time zones to understand requirements and expectations. Directed a cross-functional team of developers to design and implement the digital scorecard and a centralized data layer for KPIs. Utilized PowerBI for visualization and established a common data layer as the primary information source. Pioneered the development of a Digital PowerBI scorecard, replacing the labor-intensive manual scorecard. Eliminated 20 hours of combined work by automating data gathering and scorecard manipulation processes.

In progress: Identifying and centralizing raw data sources for complete scorecard automation.

Anticipated outcome: Minimal monthly scorecard maintenance, enabling leadership to focus on actionable insights derived from the results.

• Led the design and instruction of a 4-hour working session for the Leading Ladies Initiative on Lean Manufacturing, inclusive of inactive education and gamification
• Responsible for data migration validation for Ethicon Supply Chain Capital and Cost Actions Portfolio into Planisware. Completed User Acceptance Testing for selective data attributes to drive consistency across a broader portfolio.
• Led the development of a Digital Strategy Sharepoint Site to ensure a positive end-user experience. Contributed to the development of the Lexicon which will drive standardization of DS nomenclature and insights into DS Portfolio. Active participation in DS Methodology and education/certification Workstream to deliver a robust One Ethicon way of working.

• Produced monthly reports using advanced Excel spreadsheet functions. Identified, analyzed and interpreted trends and patterns in complex data sets. Developed a trend analysis tool of monthly dental procedures in order to measure what procedures are not being performed frequently enough according to a standard of care. Trend analysis resulted in a 20% increase in production.
• Analyzed the profit and loss of all of the offices and established what healthy ranges of expenses should be for every category (rent, employees, etc.). Profit and loss template lead to a 5% decrease in costs specifically in materials and lab expenses.
• These tools combined have allowed the Dental Solutions Group to improve the 3 dental practices that they had and also expand by acquiring 4 additional offices.