Golden Data

JD Case Study · Synchrony

AVP, Analytics — Health & Wellness Sales

Where
Any Synchrony hub · hybrid
Pays
$115K–$200K + annual bonus

Synchrony is not hiring a report-writer. It is handing one senior IC the measurement system for a four-team B2B sales org: 200+ sellers covering 280,000+ healthcare providers, the provider data mart under it, and the dashboards the divisional CEO reads. The job is to make sales performance legible: governed definitions, attainment everyone trusts, and a miss traced to coverage, contact, conversion or production.

One kind of number here. The analysis below runs on illustrative figures invented to show method. No Synchrony data is used or implied; the operating logic is the deliverable.

Aug 2, 2026

What they’re actually buying

The truth layer between four sales teams and their funders

Strip the title down and the mandate is: own the truth layer between four sales teams and the executives who fund them. Goal setting and attainment tracking, KPI definitions that mean the same thing in every deck, a data mart that survives evolving source systems, and test-and-learn measurement on every data-driven selling initiative — with SAS and SQL doing the staging and hygiene work daily, offshore analysts coordinated instead of colliding, and every deliverable executive-ready because the divisional CEO is a regular reader.

The first 90 days

Reconcile, ship the layer, measure one initiative

The order matters. Nobody should change a system they haven’t reconciled, and nobody should present a verdict before the numbers under it can be trusted.

Days 1–30

Reconcile the definitions

Sit with each of the four sales team leaders and Sales Enablement; inventory every metric currently reported and where its number comes from. Audit the provider performance data mart — feeds, staging jobs, metric views, known breaks. Reconcile goal, attainment, and funnel definitions across SAS, SQL sources, Salesforce extracts, and Tableau until one provider count and one attainment number survive every deck. Meet the India-based analysts and map who produces what.

Days 31–60

Ship the governed reporting layer

Rebuild the executive dashboard set on governed metric definitions with a documented lineage from source to tile. Stand up the goal-setting and attainment cadence for all four teams from one model, so inside vs. outside and dental vs. the other verticals are comparable by construction. Route recurring production to the offshore team with definitions and QC checks attached — coaching, not queue-clearing.

Days 61–90

Measure a selling initiative properly

Pick the quarter’s flagship data-driven selling initiative with Sales Enablement and wrap it in test-and-control measurement: matched provider panels, a pre-registered readout, and a lift number with a confidence interval. Size the top two provider growth opportunities as business cases with dollars attached, and present both to the platform leadership team — the deep-dive and the one-slide version.

Signature analysis · illustrative data

Signature analysis: the provider coverage-to-production funnel

The measurement move: never let a team’s miss stay one blended attainment number. Decompose it into coverage, contact rate, initiative engagement, and provider production — each stage has a different owner (territory design, sales management, enablement, product) and a different fix. Four teams reported on one decomposition is how a 200-seller org argues about actions instead of numbers.

Where between provider coverage and production does a quarter get lost?Indexed to the first stage

Enrolled providers100indexed to 100 — the 280K+ book
Assigned to a sales team92
Contacted this quarter61
Engaged with an initiative38
Actively producing applications29the base that funds the platform
Illustrative figures to demonstrate the method. No Synchrony or provider-confidential data is used; the operating logic is the deliverable.

Requirement → proof

The posting, answered line by line

Each line of the posting against something already built and running on this site. Where the fit is a ramp rather than a match, the row says so.

What Synchrony asks forWhat I’ve already shipped
Performance measurement for four B2B sales teams — goals, KPIs, executive dashboardsA sales-capacity model that separates staffed, ramped, and productive sellers, then traces each gap into revenue.
B2B sales measurement and forecasting conceptsA pipeline-coverage system that reconciles the number promised to leadership with the funnel underneath it.
Own the provider performance data mart — data quality, definitions, governanceA governed dbt layer with tested models and a leak gate that blocks publishing when a definition breaks — running live on this site.
Test-and-learn measurement of data-driven selling initiativesAn A/B + incrementality readout with confidence intervals and a sample-size calculator.
Executive-ready insight for a divisional CEO audienceAn exec growth scorecard built to surface actions, plus market-intelligence briefs written for the room, not the analyst.
Consumer lending / financing domain; SAS-and-SQL-scale data stagingYears inside a lease-to-own financing book — funnel, risk, and portfolio analytics calibrated to filed results, with the SQL shown under the charts.
Coordinate offshore analytics deliveryAn agent-run delivery fleet with schedules, QC gates, and a freshness dead-man’s-switch — the same operating discipline, applied to analysts or agents.

The same engine

Every requirement above runs on one engine — capacity math, full-funnel decomposition, governed metric definitions, experimentation, and executive scorecards — that I have already shipped in public for a consumer-financing book. Point it at 280,000 healthcare providers instead of a lease-to-own portfolio and the machine is the same: the funnel gets a provider at the top, the leak gate guards the data mart, and the CEO gets one number that means one thing.

Run the sales-capacity model →

The hard part of this role isn’t the SAS or the SQL — it’s making four sales teams, an enablement org, an offshore pod, and a divisional CEO all argue from the same number. That’s a governance and decomposition problem, and this page is the free sample of how I’d run it. — Paul Brown