A month into the job, an email hit the distribution list. The director who hired me was moving on. No call. No heads up. Just the announcement, and then the quiet recognition that I had been a headcount that was already approved, not his hire.
A phone call would not have fixed a structural problem. What I needed was for someone to inherit the definition of the role, not just the headcount. Those transfer separately, and almost nobody notices, because the headcount is in a system and the definition is in somebody's head.
I have spent sixteen years on the other side of that gap: building the operating layer so the next person inherits more than a title.
EMMI
At EMMI I designed the 5-year growth and transformation, starting with a full org redesign, 40+ governing documents, and eight custom-built apps on one shared backend. The company had people and projects, and now it has an operating system.
Mondelēz International
At Mondelēz International I led data and analytics for the LATAM supply chain. Modernized the data architecture, integrated 60 sources into GCP, and built the governance framework that made the platform reliable enough to actually base decisions on.
Ford Motor Company
At Ford Motor Company I built the analytics infrastructure for a global indirect procurement function. A 15-person team across three regions, a data model consolidating 17 systems, and the company's first unified view of procurement activity.
I have also seen what happens to people inside companies that never build this infrastructure, and that is the other reason Elrrich exists.