Dominic
Quintilian

Treats the data layer as a product with real users — not plumbing.

At Universe (Ticketmaster), owned the checkout transaction data as the organizational source of truth: the system enterprise clients depended on to verify financial accuracy during quarterly settlements. Pipelines, contracts, and data dictionaries weren't internal artifacts — they were the product.

Builds the infrastructure that lets planning teams stop asking engineering for reports.

At Lululemon, consolidated fragmented purchase order and supply chain data into a single Anaplan planning system, enabling Global Planning leadership to independently track profit margins and unit profitability — without a ticket or a Slack message.

Turns architectural tradeoffs into decisions that have a number attached.

At TheScore, partnered with engineering leads to define the API Gateway redesign — then translated that into a business case that secured alignment across non-technical stakeholders. Result: 56% latency improvement and 75% infrastructure cost reduction on a platform serving 5M+ users during Super Bowl traffic.

Finds the gap between what stakeholders ask for and what they actually need to decide.

At Lululemon, partnered with business domain experts to surface visualization requirements that weren't in the original spec — translating them into Anaplan module structures that reflected how planners actually thought about margin performance, not how the system was originally modelled.

Defines data contracts and terminology standards that don't require a translator.

At Ticketmaster, led the standardization of reporting terminology and data dictionaries across the Universe platform — establishing consistent definitions for orders, chargebacks, and reconciliation that reduced ambiguity across three downstream teams.