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L’OréalData Strategy4 Divisions Centralized

Enterprise Data Centralization (Project Diamond)

Leading the Engineering and Product workstreams to centralize data operations across 4 business divisions, moving from fragmented "Report Factories" to a unified infrastructure.

BigqueryPowerBISharepointGCSGoogle ColabPython

The Friction

The data function was fragmented across 4 divisions (CPD, LLD, PPD, LDB). Reports were run on legacy SharePoint files, creating a "performance crisis" with slow dashboards and no single source of truth.

  • The Product Issue: 10+ overlapping dashboards in CPD alone created confusion.
  • The Engineering Issue: Functional teams like CMI were acting as "Report Builders," spending weeks manually processing millions of Excel rows because the infrastructure didn't exist to support them.

The Strategy

“Project Diamond”

I moved to the Corporate function to lead the Engineering, Data Management, and Product workstreams for the centralization initiative. Reporting to the Head of Data, my mandate was to build the "Engine Room" that would allow the new centralized team to operate.

Philosophy: "Centralize Infrastructure, Decentralize Insight."

The Implementation

  • Phase 1: Product Rationalization (CPD Pilot): Acting as Product Owner, I audited the CPD landscape and merged 10 redundant reports into 3 standardized "Cockpits":
  • Phase 2: The "Big Lift" (Engineering): To solve the PowerBI performance crisis, I led the migration of backend logic from SharePoint to BigQuery. I managed the master data alignment across all 4 divisions to ensure the new warehouse could serve the entire organization.
  • Phase 3: CMI Automation (Data Management): I directed the technical takeover of the CMI department's manual reporting. We built the pipelines to process their raw data, allowing them to consume ready-made tabular models.

The Adoption & Impact

  • Efficiency: Enabled the corporate team to operate lean (3 people → 1 elite lead) by automating the heavy lifting of data management.
  • Business Shift: CMI successfully pivoted from "Data Entry" to "Business Partnering," proving that the new centralized architecture was an enabler of strategy, not a bottleneck.