Portfolio governance and capital allocation
Analytics and governance reporting partner to the Office of the CDTO, keeping capital allocation across the enterprise technology portfolio aligned with strategic priorities.
Steven WeaverAssociate Manager, Enterprise Planning & Analytics, Regeneron
Strategy you can act on. Analytics that proves it.
I advise the Office of the Chief Digital Technology Officer at Regeneron on a global, enterprise-scale technology portfolio. I help leadership decide where the money goes, through cost and sourcing strategy, M&A due diligence and portfolio governance, and I build the models and data that back those decisions.
Press Ctrl K to jump anywhere, or run one of the queries.
SELECT initiative, scope FROM steven.strategy WHERE level = 'executive' ORDER BY scope DESC;
| initiative | scope |
|---|---|
| Portfolio governance, Office of the CDTO | enterprise |
| Global sourcing strategy | global |
| M&A due diligence analytics | executive |
| Operations leadership | 500+ people |
SELECT outcome, result FROM steven.decisions WHERE on_resume = TRUE ORDER BY impact DESC LIMIT 4;
| outcome | result |
|---|---|
| D&T operating cost | −20% |
| Supplier spend | −15%+ |
| Planning accuracy | +30% |
| Manual work, weekly | −5+ hrs |
SELECT tool, used_for FROM steven.toolkit WHERE category IN ('analytics', 'finance', 'ai');
| tool | used_for |
|---|---|
| SQL, PostgreSQL | forecasting pipelines |
| Tableau, Power BI | executive dashboards |
| Excel modeling | cost, sourcing, M&A cases |
| Copilot, Claude | automation, 5+ hrs/week |
SELECT role, org, since FROM steven.career ORDER BY since DESC;
| role | org | since |
|---|---|---|
| Assoc. Manager, Planning & Analytics | Regeneron | 2025 |
| Senior Project Analyst | Regeneron | 2023 |
| Senior Product Owner | Touro | 2021 |
| Director of Operations | K.H. Briger | 2019 |
4 rows returnedread-only
Questions leadership asked, and what changed
Six decisions I've supported at Regeneron. Open any row for the story behind the number.
Where can technology spend come down?Regeneron, Digital Strategy Enablement Office 20%lower annual D&T operating cost
- Challenge
- Leadership needed to know where Digital & Technology spend could come down without putting strategic priorities at risk.
- What I built
- Cost-benefit models that separated spend tied to strategic priorities from savings opportunities, presented as a business case to technology leadership.
- Decision
- Leadership acted on the business case.
- Result
- Annual D&T operating costs down 20%.
How should we staff and source our project portfolio?Regeneron, Digital Strategy Enablement Office 15%+lower supplier spend
- Challenge
- A global technology project portfolio runs on a mix of employees, contractors and suppliers. The sourcing strategy needed to rest on what each option actually costs.
- What I built
- The vendor-mix analysis, market-rate benchmarks and workforce mix models that informed the global D&T sourcing strategy.
- Decision
- How to balance in-house, contractor and supplier capacity.
- Result
- Supplier spend reduced by more than 15%.
What would an acquisition mean for our workforce and costs?Regeneron, M&A due diligence Diligenceworkforce, integration and financial analysis
- Challenge
- Acquisition decisions depend on knowing early how two workforces and technology estates fit together, and what integration will really cost.
- What I built
- Workforce overlap assessments, integration models and financial analyses, delivered on diligence timelines.
- Decision
- Executive decision-making and integration planning.
- Result
- Workforce and integration findings inform executive decisions.
Can we plan from one version of the numbers?Regeneron, Senior Project Analyst 30%more accurate strategic planning
- Challenge
- Strategic plans drew on workforce, financial and project data held in different places.
- What I built
- SQL pipelines that brought the three together into a single forecasting view for executive reporting and project planning, plus real-time Tableau dashboards across the technology project portfolio that replaced manual reporting.
- Result
- Strategic planning accuracy up 30%.
Where should global resourcing go?Regeneron, Senior Project Analyst ~10%lower operating cost
- What I built
- Cost-benefit models and staffing scenario analyses for global resourcing decisions.
- Result
- Operating costs reduced by about 10%.
Why do analysts answer the same questions every week?Regeneron, AI and automation 5+ hrsof manual work removed each week
- What I built
- AI assistants that answer common user questions, and automated refreshes for recurring reports.
- Result
- More than 5 hours of manual work removed every week.
Every number is from my resume. Data, systems and deal details stay confidential.
Two sides of the same job
Strategic management decides what to do. Analytics proves it's the right call. I do both, and the switch below shows each side.
Cost strategy and executive business cases
Identified savings opportunities across Digital & Technology spend and took the business case to technology leadership.
Sourcing and vendor strategy
Built the vendor-mix, market-rate benchmarking and workforce mix models that informed the global sourcing strategy.
M&A due diligence and integration
Lead the analytics for due diligence: workforce overlap assessments, integration models and financial analyses that inform executive decisions.
Operations leadership
Directed operations for a 500+ person regional security workforce across multiple sites, and led the company-wide move to a new HCM platform.
Product and delivery leadership
Led the full-lifecycle rollout of clinical management modules as Certified Scrum Master, from requirements through user acceptance testing.
Methods: strategic planning, financial modeling, cost-benefit analysis, capital allocation, portfolio governance, sourcing and vendor management, workforce planning, M&A due diligence, Agile and Scrum, executive stakeholder management.
One version of the numbers
SQL pipelines that bring workforce, financial and project data into a single forecasting view for executive reporting and planning.
Executive dashboards
Real-time Tableau dashboards across the technology project portfolio that replaced manual reporting; Power BI with DAX in my public work.
Financial and scenario modeling
Cost-benefit models and staffing scenario analyses in advanced Excel and Power Query for global resourcing decisions.
AI and automation
AI assistants that answer common user questions, and automated refreshes for recurring reports.
Data engineering practice
A public PostgreSQL pipeline with layered SQL, automated data-quality tests, CI in GitHub Actions and a Power BI report.
Communicating the answer
Turning analysis into a one-page recommendation leaders can act on: the decision, the money and the risk of doing nothing.
Tools: SQL, PostgreSQL, Tableau, Power BI and DAX, advanced Excel, Power Query, Git and GitHub, Microsoft Copilot Agent Builder, Claude, Jira, Confluence.
How I work
A dashboard is only worth building if someone will decide something differently because of it. So I work backwards from the decision.
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Start with the decision
Who is deciding, what they're choosing between, and what evidence would change their mind.
-- who decides, and between what? -
Build the smallest model that answers it
SQL for one trusted version of the data, then a cost-benefit, scenario or benchmark model sized to the question.
SELECT only_what_answers_it -
Say it in leadership's language
A recommendation, the money attached and the risk of doing nothing, on one page. Then a dashboard that tracks whether it worked.
RETURN decision, dollars, risk;
A case study you can play with
This runs on the data from my S&P 500 project: 150+ years of stock returns after inflation, dividends reinvested. Pick a start year and how long you'd hold.
Famous moments
- $10,000 became
- …
- Real return a year
- …
- Chance a 10-year hold lost money
- …
Move the sliders to explore 150 years of market history.
Growth of $1 after inflation, log scale. Data through Jun 2023. History, not investment advice.
How I built it
Public project
What return should a long-term investor plan on?
Most plans assume a single "7 to 10%." I built a tested pipeline over 150+ years of data and found the answer depends on where you start: cheap markets returned a median 10.6% a year over the next decade, expensive ones 4.0%. The latest reading is in the expensive group.
Experience
From running operations for a 500-person workforce to advising technology leadership on an enterprise portfolio.
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Associate Manager, Enterprise Planning & Analytics
Regeneron Pharmaceuticals, Digital Strategy Enablement Office
- Analytics and governance reporting partner to the Office of the CDTO, with real-time dashboards across the enterprise technology portfolio to align capital allocation with strategic priorities.
- Reduced annual D&T operating costs 20% and supplier spend 15%+; lead analytics for M&A due diligence.
- Automated 5+ hours of manual work a week with AI assistants and automated report refreshes.
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Senior Project Analyst
Regeneron Pharmaceuticals
- Improved strategic planning accuracy 30% with SQL pipelines that brought workforce, financial and project data into one forecasting view.
- Built real-time Tableau dashboards across the D&T project portfolio, replacing manual reporting for technology leadership.
- Reduced operating costs about 10% with cost-benefit and staffing scenario models.
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Senior Product Owner
Touro College
- Led the full rollout of clinical management modules as Certified Scrum Master, from requirements and sprint planning through user acceptance testing.
- Built Tableau dashboards on SQL reporting data that automated compliance tracking and clinical performance measurement.
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Director of Operations
K.H. Briger
- Directed operations for a 500+ person regional security workforce across multiple sites.
- Led the move to a human capital management platform, improving payroll accuracy and putting personnel data under structured management.
About
The first time I walked into Regeneron, I was a firefighter answering a call. A few years later I was working there.
I didn't start in analytics. I started in operations, running a 500-person security workforce where a bad schedule meant an unstaffed post. That job taught me that data only matters when it changes what someone does on Monday morning.
From there I moved into healthcare technology, leading product rollouts and building the reporting behind them, and then to Regeneron, where I'm the person in the room asking what something will cost, what it will save, and what we should do about it.
I was the first in my family to go to college. I'm now working on an MBA in finance, and I wrote a book on business strategy, The Strategy Layer. I still serve as a firefighter. It's good practice for making clear decisions with incomplete information.
- education
- MBA, FinanceMercy University, expected 2028
- education
- BS, Business AdministrationBoston University, Questrom School of Business. Information Systems concentration.
- certification
- Certified Scrum Master (CSM)
- author
- The Strategy LayerDecisions That Drive Results (2026)
Published January 2026
The Strategy Layer
Decisions That Drive Results
My book on business strategy, and on the decisions that turn it into results.
Let's talk about the decisions behind the data.
I'm glad to hear from people working on strategy, analytics and business intelligence. Email is the fastest way to reach me.