I bring leaders and teams together in large-scale organizations using people science and systems-thinking.
I'm an industrial-organizational psychologist and former EY management consultant who sits at the multi-functional crossroad of product and people. I build and leverage frameworks and models for both strategy and implementation, making long-lasting impacts on the organizations and people I interact with.
At Comcast, I brought cross-functional teams together and built a 329-person organization from the ground up, designing its full employee lifecycle and enabling a major network transformation. Working through my team and senior managers, I consolidated three siloed groups into one center of excellence handling half a million service inquiries a year — taking on-time SLA from 43% to 92% through process and tool standardization.
I've led a range of internal initiatives spanning AI transformation, identity & access management, and system architecture — blending the "people operating system" with hard-won technical expertise of the systems those people operate within.
Eight years at Comcast building the tools, automation, and organizations that make a 28M-customer business run — framed the way a consultant would.
Three regional divisions handled service-availability inquiries in isolation — different processes, different tools, no shared definitions. Roughly 550K inquiries a year, and only 43% met a 48-hour SLA.
National scale across separate P&L groups, entrenched local ways of working, a legacy ticketing system, address-matching errors driving rework, and no single owner for the end-to-end journey.
Consolidated into one national COE with shared playbooks and journey maps, an evolved ticketing system, and better address matching — moving on-time SLA from 43% at 48 hours to 92% within 2 hours, and lifting revenue 17%.
Compressing the SLA window from 48 hours to 2 didn't trade off attainment — it more than doubled it. Standardization made faster and better the same thing.
This is the throughline of nearly everything I do: take scattered, redundant groups and converge them on a single coherent operating model — shared definitions, one toolset, clear ownership. The same move drove the COE, the 329-person org, and a $2M design-ops in-sourcing.
A major network transformation needed an execution organization that didn't exist — a team to plan and run upgrades reaching 6M customers a year.
A net-new build with no existing lifecycle, roles, or training. The org had to be hired, onboarded, trained, and evaluated at speed — while the transformation it served was already in motion.
Stood up and scaled a 329-person organization with a full employee lifecycle — sourcing, onboarding, training, and performance scoring — operational and delivering against the transformation timeline.
Construction completion dates were unreliable, hurting forecasting and the customer experience. Underlying data quality was poor, with node mismatches in the hundreds of thousands.
Messy, inconsistent source data; the challenge of getting field teams to trust and adopt a model; and the need to tie predictions into an existing Salesforce-based workflow without disrupting it.
Shipped a random-forest model improving completion-date accuracy 18% over baseline, and cut node mismatches from 520K to 45K through workflow-tool automation that replaced manual reconciliation.
Owned multi-year roadmaps for service availability, identity, and Flex (Xumo) — driving MFA adoption across 47M identities under government compliance.
Aligned BI reporting across teams and divisions — shared definitions, consolidated dashboards, and feedback loops that gave executives a single source of truth.
Consolidated three orgs and in-sourced production from external vendors, saving $2M a year and building a skills scorecard for 260+ employees.
Design and systems work outside the day job — proof that I don't just direct the build, I do it.
A bilingual (IT/EN) marketing site I designed and built for a Prato-based women's ready-to-wear atelier: editorial heritage storytelling, a process walkthrough, a showroom gallery, and an appointment-request flow — all on a warm, restrained luxury system.
Live embed — if it doesn't load in a sandboxed preview, the site renders when this page is hosted, or open it directly above.
Operating-systems thinking applied to a neighborhood: one coherent visual voice for the Plant 51 HOA — color, type, and components, documented as a usable system. Tap any swatch to copy it; toggle the full light/dark theme.
Sample palette & copy — send the real Plant 51 assets and I'll make this the actual guide.
A decision-support tool that surfaces which factors actually move job outcomes — the hands-on cousin of the predictive work in Case 03. This is a reserved slot; the real tool will be embedded here.
Systems are only ever in service of people. This is where that conviction shows up most directly.
I volunteer with Crisis Text Line, supporting people through their hardest moments one conversation at a time. It's the most direct version of the listening, empathy, and grace-under-pressure that the rest of my work only gestures at — and a constant reminder of who the systems are for.
Add your hours, training, or a reflection here if you'd like.
Built in the same spirit: a small journaling app that pairs reflection with light analytics — a streak, a weekly count, a mood mix. The same instinct behind the engagement and pulse surveys I've run for thousands of employees, shrunk to a tool of one.
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I'm exploring leadership roles in automation, tools, and internal systems. Let's talk.
jonathancshan@gmail.com