Selected Work
Examples of tax technology, Pillar Two, data, and operating model work across large multinational groups.
Client names and confidential details are intentionally abstracted.
Selected work 01
Designing a Pillar Two Compliance Model Across a Multi-Entity Group
Turning complex Pillar Two requirements into a scalable compliance model across data, workflow, and reporting.
- Global footprint
- Multi-jurisdiction
- Pillar Two
Challenge
Data sat across multiple sources, ownership was fragmented, and the compliance process needed to work at scale across jurisdictions.
What I led
Directed the implementation approach across requirements, data logic, workflow design, stakeholder coordination, covered tax, deferred tax, and ETR logic.
Outcome
Helped create a more usable compliance model with clearer inputs, stronger workflow discipline, and a practical path to scaled reporting.
Selected work 02
Building a Pillar Two Data Readiness Framework for a Multinational Group
Assessing whether finance and tax data could support calculations, safe harbour testing, and future filings.
- Global footprint
- Data readiness
- Pillar Two
Challenge
Required inputs were spread across trial balances, consolidation data, tax reporting, and manual local adjustments, with uneven ownership and limited audit trail.
What I led
Structured the data assessment approach, defined priority data requirements, aligned source mapping, and framed the path from manual workarounds to a more sustainable model.
Outcome
Created a clearer view of readiness gaps, manual dependencies, and automation priorities for implementation planning.
Selected work 03
Translating Source Data into GloBE-Ready Calculation Inputs
Creating the adjustment and mapping layer needed to turn source-system data into usable GloBE inputs.
- Multi-jurisdiction
- GloBE inputs
- Reporting logic
Challenge
Trial balance and consolidation data alone were not enough. The work required a practical adjustment layer, classification logic, and stronger traceability back to source.
What I led
Helped shape mapping logic, data treatment rules, and adjustment design across finance and tax inputs to make reporting outputs more reliable and repeatable.
Outcome
Improved the quality of calculation inputs and made the reporting process less dependent on inconsistent local interpretation.
Selected work 04
Designing a Tax Data Diagnostic and Gap Assessment Approach
Separating theoretical data needs from practical readiness across systems, teams, and ownership models.
- Data readiness
- Gap assessment
- Operating model
Challenge
Data often existed in partial form, at the wrong level of granularity, or without a repeatable ownership and review process.
What I led
Designed assessment logic across data points, source systems, process ownership, and manual intervention areas to identify practical gaps and prioritise action.
Outcome
Provided a more realistic basis for tax transformation planning by separating theoretical requirements from operational readiness.
Selected work 05
Structuring Tax Technology Delivery for Complex Reporting Requirements
Bridging tax requirements and technology execution so complex reporting could work in practice.
- Multi-jurisdiction
- Technology delivery
- Workflow design
Challenge
Technology implementation in tax often fails when process, ownership, and reporting design are unclear. Tool decisions alone do not solve operating problems.
What I led
Supported solution design across requirements, workflow structure, stakeholder coordination, and reporting logic, with a focus on making delivery usable in practice.
Outcome
Improved implementation clarity and helped bridge tax requirements with technology execution.
Selected work 06
Improving Cross-Functional Alignment Between Tax, Finance, and IT
Clarifying ownership across tax, finance, and technology teams where delivery depended on shared accountability.
- Cross-functional
- Governance
- Delivery model
Challenge
Ownership often sat in the gaps between teams. Data, controls, and delivery responsibilities were fragmented, slowing execution and increasing ambiguity.
What I led
Helped define workstreams, clarify data and process ownership, and create a more structured delivery dialogue between functional teams.
Outcome
Improved cross-functional alignment and reduced confusion around who needed to provide, review, and govern key inputs.
Selected work 07
Designing Scalable Tax Reporting and Operating Model Workflows
Moving reporting activity from person-dependent execution toward repeatable workflow and control discipline.
- Global footprint
- Reporting workflow
- Operating model
Challenge
Many tax processes still relied on fragmented spreadsheets, local workarounds, and person-dependent knowledge, making scale difficult.
What I led
Worked on operating model design, workflow structuring, and control thinking to support more repeatable and sustainable reporting processes.
Outcome
Helped move reporting activity from reactive execution toward a more structured operating model.
Selected work 08
Exploring AI Use Cases for Tax Data and Workflow Acceleration
Framing AI as a controlled productivity layer for tax work, not a substitute for judgment or governance.
- Workflow support
- Documentation
- Controls
Challenge
The opportunity in AI is often overstated, while constraints around sensitive data, review discipline, and operating context are understated.
What I led
Focused on practical use cases, workflow fit, and realistic boundaries for AI support in tax-related work rather than generic innovation messaging.
Outcome
Helped frame AI as a controlled productivity layer within tax workflows, not a substitute for judgment or governance.