Senior analytics expertise for organizations that are ready to make data a genuine strategic asset.
Most organizations have more data than they know what to do with. The problem is rarely the data itself — it's the gap between what exists and what decisions actually get made from it.
Terri Haddock spent over twenty years building analytics functions at a Fortune 500 company, working at the intersection of rigorous statistical methods and the organizational reality of getting people to actually use what gets built. That combination — enterprise-grade discipline paired with a genuine understanding of how adoption works — is what this practice is built on.
Every engagement starts with your business and your people, not a methodology. The goal is never a deliverable for its own sake. It's a change in how your organization uses information to make decisions.
The right starting point for most organizations.You have data but aren't sure what to do with it. Reporting is inconsistent, leadership lacks visibility, and nobody agrees on the numbers. This engagement audits your current data landscape, identifies the gaps between what you have and what you need, and delivers a prioritized roadmap so you know exactly where to focus first.
For organizations with more complex data environments.You've been doing analytics long enough to know something isn't working — but the problem is harder to name. Data lives in too many places. People say they're data-driven but decisions don't reflect it. Reports exist but nobody trusts them or uses them. This engagement goes deeper: evaluating how data is stored and why, auditing what people actually use in their workflows, and pressure-testing what "data-driven" really means in your organization. It ends with a clear picture of what becomes possible — which methods fit your business, what outputs need to look like to get used, and what it realistically takes to get there.
For organizations ready to build on a foundation — either from an assessment or work you've already done. Having data is not the same as having a strategy. This engagement turns scattered reporting into a deliberate system — defining the KPIs that actually drive your business, identifying the statistical or machine learning methods that will surface the right insights from your data, and specifying what your dashboards and reports need to look like so your team will actually use them. We start with the decisions you need to make, not the data you happen to have, and we design every output around the people who'll actually use it, not just for them.
Available as an add-on to the Assessment or Analytics Strategy engagements. Builds internal capability and organizational buy-in so the work translates into lasting change.
Terri Haddock spent more than twenty years at Johnson & Johnson building analytics functions that had to work — not just technically, but organizationally. She began as a biostatistician designing and analyzing clinical trials, then spent the next decade progressively leading analytics for J&J Vision's quality and manufacturing operations, growing a team of seventeen spanning data management, reporting, advanced statistics, and machine learning.
The work was as rigorous as analytics gets. She led the design and implementation of J&J's first validated GxP data lake — delivered on time and on budget — and identified the neural network approach that her team developed to detect potential reportable adverse events at 96%+ accuracy, materially reducing human judgment error in a process with direct regulatory consequences. She identified a first-of-its-kind application of Bayesian methodology to complaint signal detection at new product launch — recognizing that the same approach used in medical device clinical trials could be applied to new product complaints using predicate device performance data, enabling statistically robust signal detection before any in-market data existed — and identified an innovative application of autoregressive Poisson time series modeling for low-count customer complaints, adapting a method from epidemiological research in a way that hadn't been done in a quality context before. That kind of thinking defined her approach across twenty years: finding the right method for the problem rather than defaulting to the familiar one.
What she learned over twenty years is that the technical work is rarely the hard part. The hard part is understanding what people actually need from data, designing outputs they'll trust and use, and building the organizational buy-in that makes analytics adoption stick. It's the thread that runs through every client engagement.
The combination of enterprise-grade analytical discipline and a genuine understanding of how people and organizations actually adopt change is what this data and analytics practice is built on.
After two decades inside one organization, she started Haddock Strategic Advisors to bring that same caliber of thinking to more businesses — ones that need senior analytics leadership but don't need it full time.
St. Augustine, FL, USA
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