Work / Case study 3 of 3
Leadership · Strategy · TC Energy, Houston, Oct 2025 – now
Building a market-intelligence capability
Selected through a competitive internal process, I lead the team of business analysts that gives Supply Chain leadership at a leading North American energy infrastructure company a forward view of supply trends, risks and opportunities, on top of the dashboards and KPIs the business runs on. The capability is being built now; this page shows where it stands.
Context
In October 2025 I won a competitive internal selection for Manager, Analytics & Market Intelligence in the Supply Chain organization of TC Energy, in Houston. The team delivers the data-driven insight, market intelligence and risk analysis behind strategic decisions.
The business problem
Reporting tells leaders what has already happened. Sourcing strategy and risk mitigation need the other half: what is changing in global supply markets, where risks are building and where the opportunities are. And they need the numbers underneath to agree from one reporting platform to the next.
My role
I lead a team of business analysts. I set direction and priorities for analytics and intelligence against supply-chain and enterprise goals, and I own budgets, forecasts and resource allocation. The team owns the dashboards, KPIs and performance reports for operations and strategic initiatives.
Key decisions
- Add a forward-looking capability. I am building market intelligence that tracks global supply trends, risks and opportunities, alongside the operational reporting.
- Put insight where decisions are made. The team shapes sourcing strategy and risk mitigation together with Supply Chain, functional and business-unit teams.
- Make governance part of the job. I hold the team to data governance, quality and consistency across reporting platforms. That includes contributing to the supplier spend-baseline working group and flagging a privacy concern during a dashboard review.
- Raise the team's ceiling. I put advanced analytics, automation and digital tools in the team's hands, and I coach them on technical and leadership skills.
Outcome so far
- The team serves as a trusted advisor to senior leadership, with data-backed recommendations.
- Gold recognition from direct leadership in 2026 for a first-ever enterprise spend view (see case study 1).
- Measured results of the market-intelligence capability itself: [Confirm what can be shared publicly]
Why it matters for AI
Market intelligence is one of the most natural homes for AI in supply chain: monitoring signals, summarizing risk and drafting options for a sourcing decision. But AI only lands where a team already owns the KPIs, the data governance and the privacy line, and where leaders already trust its recommendations. Building that capability is the same job as introducing AI responsibly: decide what the system may see, how its output is checked and who is accountable for the decision. I do that job today, with people; I am ready to do it with agents.