Ariel DunnBusiness Integration
& Operations
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Global business integration & operations

I turn complex
organizations into
aligned operating systems.

I connect teams, technology, data, workflows, and executive priorities—bringing structure to fast-moving organizations and clarity to the people leading them.

View selected work Connect on LinkedIn
The operating model
01Strategypriorities · decisions
AlignedOPS
02Systemsplatforms · workflows
03Datagovernance · reporting
04Teamsownership · adoption
05VisibilityKPIs · executive insight

Strategy only scales when the operating system underneath it holds.

$100M+Pipeline environments
20+System transformations
200+Users enabled
3 rolesProgressive leadership
01

Operating point of view

Growth creates complexity. Acquisitions add systems. Teams create workarounds. Reporting fragments. Decisions slow down.

The answer is not more activity.
It is a better operating system.

I came up through the layer where strategy meets execution: translating ambiguous business needs into workflows, governance, reporting, adoption, and accountable cross-functional work. That perspective lets me see both the executive question and the operational machinery required to answer it.

What I bring

Structure for complex work.

A combination of analytical thinking, hands-on systems depth, executive communication, and practical change leadership.

01

Business integration

Aligning acquired teams, data, workflows, users, and reporting inside a shared operating environment.

  • Acquisition integration
  • Operating models
  • Roadmaps
02

Operational systems

Turning business requirements into practical processes, platform architecture, automation, and governance.

  • Workflow design
  • CRM architecture
  • Automation
03

Executive visibility

Building reporting frameworks that make pipeline, performance, risk, and next actions easier to understand.

  • Dashboards
  • KPI frameworks
  • Decision support
04

Cross-functional alignment

Connecting leaders and teams across revenue, technology, operations, and customer-facing functions.

  • Stakeholders
  • Governance
  • Adoption

Selected work

Operational change, made real.

Representative work shown at the level appropriate for public review. Client confidentiality preserved.

01Acquisition integration & operational governanceIntegration · Governance · Change enablement
Situation

A growing healthcare consulting environment needed newly acquired businesses brought into an established CRM and reporting structure.

Action

Supported the alignment of acquired data, users, processes, lifecycle definitions, and reporting requirements with the existing operating model.

Business value

Created a more consistent foundation for governance, visibility, and cross-business coordination as the organization expanded.

02Executive reporting across complex pipeline environmentsAnalytics · KPI design · Executive communication
Situation

Leadership teams needed clearer insight across fragmented lifecycle, pipeline, attribution, and customer data.

Action

Translated operating questions into lifecycle architecture, reporting logic, dashboards, and shared definitions across $100M+ in aggregate pipeline environments.

Business value

Improved the reliability and usability of revenue information for planning, prioritization, and executive conversations.

03Cross-functional workflow transformationProcess improvement · Automation · Team alignment
Situation

Sales, marketing, customer success, and operations teams were working through inconsistent handoffs and disconnected processes.

Action

Mapped current and future states, designed automation and routing, clarified ownership, and built enablement around the new workflows.

Business value

Reduced operational ambiguity and gave teams a more scalable, repeatable way to move work and information across functions.

04Data governance & organizational adoptionData quality · Standards · Adoption
Situation

Complex platform environments required cleaner standards, stronger stewardship, and better day-to-day adoption.

Action

Served as a platform steward in data-governance work and trained 200+ users across business, operations, leadership, and customer-facing roles.

Business value

Strengthened data consistency, reporting confidence, and the operational discipline required for systems to deliver long-term value.

02

Leadership progression

From systems delivery to enterprise leadership

The title is catching up to the work.

My progression at Pyxis Growth Partners reflects a widening scope: from building systems, to shaping transformations, to owning strategic relationships and long-term business value.

  1. Consultant

    Built the foundationCRM implementation · migration · training

  2. Senior Consultant

    Led the transformationArchitecture · governance · executive alignment

  3. Strategic Account Manager

    Own the long-term outcomeRoadmaps · relationships · adoption · growth

Range without losing rigor

Complex work,
across distinct industries.

The industries change. The operating questions stay familiar: How should work move? Who owns the decision? Can leaders trust the data? Will the system scale?

Where I create the most value

Enterprise initiatives that need an operator.

Business-unit and acquisition integration

Executive dashboards and KPI frameworks

Cross-functional operating workflows

Process, policy, and SOP development

Complex program and stakeholder coordination

Data governance and change adoption

The next operating challenge

Looking for someone who can bring
clarity to complexity?

I’m exploring business integration, global operations, revenue systems, and strategic operations leadership roles.

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