Tami Peterson

My career path does not follow the traditional analytics trajectory—and that is exactly what makes me effective. For a decade, I have stepped into environments where governance was missing, data was untrusted, and compliance was reactive and built the infrastructure that made all three proactive. That pattern runs across a health plan, a federal contractor, and a logistics operation—and it is the throughline of everything I do.

At Dean Health Plan (SSM Health), I inherited a 270,000-member analytics environment running on ad-hoc manual reporting. I created self-service dashboards and data products that met demand and rebuilt trust in our analytics by including HIPAA, CMS, and NCQA requirements directly in the data models and access controls, making sure we were always ready for audits without extra manual work. The result was a single trusted source supporting multi-million-dollar plan decisions across Commercial, Medicare, and Medicaid lines.

At Chenega MIOS, I stepped into a dual, concurrent NNSA federal contract with no onboarding runway and immediate compliance exposure. I inherited approval workflows fragmented across HR, Legal, Security, and Program Leadership; identified shadow IT tools creating FedRAMP risk; and rebuilt the whole thing, governing workflows, audit-ready documentation, and structured tradeoff frameworks, cutting manual reconciliation by 30% and improving compliance workflow efficiency by ~20%.

Earlier, at GTM Services, I took over a freight operation with no analytics baseline and no scalable processes and built everything from scratch. I translated undocumented logistics workflows into data-informed systems; grew gross freight revenue from $250K to $1.2M in 12 months; expanded the enterprise shipper account base from 4 to 150; and kept a 10-driver fleet DOT and FMCSA compliant through every stage of that growth.