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Clarify the business question, people involved and decision that needs support.
Business Intelligence · Technology · Operations
Turning business questions into clearer decisions.
I use business intelligence, analysis and technology to understand performance, improve processes and help organizations make better decisions—across industries.
Business analysisDecision supportSystems thinking
Hello, I’m Ruhn
Business understanding first. Technology with purpose.
I bring together information technology, business intelligence, business analysis and hands-on operational experience. Entertainment and hospitality are part of my experience, but my approach is not limited to one industry. I am interested in any business where data, systems and thoughtful analysis can reveal opportunities and support better decisions.
My work includes requirements analysis, KPI design, reporting, pricing and competitor research, customer and process analysis, technology planning, systems integration and operational improvement.
Core tools & capabilities
Power BISQLExcelBusiness AnalysisKPI DesignRequirements AnalysisProcess MappingResearchData Storytelling
How I work
Start with the decision, then build the evidence.
I structure each project so a stakeholder can follow the question, the analysis and the action it supports.
Map
Connect customer journeys, workflows, systems, information and handoffs.
Analyze
Use requirements, comparisons, KPIs and patterns to make the problem visible.
Recommend
Translate findings into a practical next step that teams can understand and use.
Where I can create value
Business intelligence travels across industries.
The industry may change, but the analytical questions are often connected: What is happening? Why is it happening? What should the business do next?
Performance intelligenceKPIs, trends, variance and management reporting
Customer intelligenceBehavior, segmentation, journeys and retention
Operational analysisWorkflow, capacity, labor and process improvement
Commercial analysisPricing, products, competitors and profitability
Technology analysisRequirements, systems, integration and implementation
Decision supportTurning findings into practical business recommendations
Open to opportunities in: technology · retail · finance · healthcare · logistics · manufacturing · hospitality · entertainment · and other data-driven businesses
Selected work
Projects that show how I think.
These examples come from different business contexts. They demonstrate transferable analysis, systems thinking and decision-support skills—not a limitation to one industry.
01 · Flagship case study
Connected Entertainment Technology
Designing one operating model across POS, attractions, bowling, waivers, reservations and kitchen systems.
- Question
- How should multiple platforms work as one?
- Evidence
- Journeys, workflows, hardware and handoffs
Operations Performance Dashboard
Transforming sales, labor and operating data into decision-ready KPIs.
- Question
- What changed and where should managers act?
- Evidence
- Sales, labor, operating KPIs and variance
Pricing & Operational Analysis
Comparing offers, competitors and processes to support practical decisions.
- Question
- Which pricing choice best fits the operation?
- Evidence
- Competitor offers, pricing logic and process research
Enterprise BI Application
High-level experience connected to an NEC enterprise identity and recognition platform.
- Scope
- Enterprise business-intelligence application
- Standard
- Client confidentiality and protected information
Case study 01
Connected Entertainment Technology
How can several independent technology systems operate as one connected guest experience?
The business problem
A modern entertainment venue is not one business system. It is a collection of customer journeys happening at the same time.
Guests may reserve online, sign a waiver, check into an attraction, rent bowling shoes, order food, buy drinks and make additional purchases during one visit. Behind that experience are multiple teams and platforms. The challenge was to define how the technology, hardware and physical workflows should work together without creating confusion for guests or employees.
My goal was not simply to count terminals. It was to connect every hardware decision to a real operational moment.
The steps I took
- Mapped the guest journeyReservation, arrival, waiver, check-in, attractions, food service and departure.
- Separated the operating zonesBowling, trampoline, kitchen, bar, coffee, host and management functions.
- Matched systems to each workflowToast, Roller and bowling technology were evaluated by user, task and location.
- Defined the hardware planRegisters, KDS screens, printers, handhelds, desktops, waiver displays and cash drawers.
- Documented handoffs and dependenciesWhere people, orders and information move from one system or team to another.
- Reviewed the customer experienceChecked whether the proposed setup reduced friction and protected brand continuity.
Why I took these steps
Journey mapping prevented the technology plan from becoming a disconnected shopping list.
Operating zones clarified which employee needed which device and why.
Workflow matching exposed duplicate functions and risky handoffs.
Hardware definition converted broad needs into an implementable plan.
Documentation created one reference point for owners, vendors and operators.
Systems and tools
ToastFood, beverage and service workflows
RollerAttractions, check-in and waivers
Bowling platformLanes and front-desk operations
ExcelRequirements and planning
Process mapsGuest and employee journeys
Vendor documentationTechnical coordination
Challenges
1. Overlapping systems
Different platforms could potentially own similar customer or payment activities. The response was to define a clear primary purpose for each system and document the handoff.
2. Hardware without context
A device count can look correct while still failing operationally. I tied every terminal, display and printer to a user, location and action.
3. Digital and physical flow
Software decisions affected counter design, queues, waiver placement, shoe rental and employee movement. Technology planning therefore had to include the physical environment.
Visual story
From separate systems to one operating model.
1Reserve
→
2Arrive
→
3Waiver
→
4Check in
→
5Play & dine
Connected
Guest Journey
Guest Journey
Toast
Food & service
Food & service
Roller
Attractions
Attractions
Bowling
Lane operations
Lane operations
Hardware
Employee touchpoints
Employee touchpoints
Key outcomes
7planned POS setups
4kitchen display stations
5order printers
5handheld devices
Figures represent planning requirements for the operating concept and may evolve during implementation.
What this project demonstrates
Systems thinking is the ability to see technology, people, space and business goals as parts of the same problem.
Case study 02
Operations Performance Dashboard
How can managers see what changed, why it changed and where to act next?
This in-development concept organizes sales, labor, guest and operating information around decision-ready KPIs rather than isolated reports.
Power BISQLExcelKPI Design
Planned analysis
- Revenue and transaction trends
- Labor-to-sales performance
- Attraction and product comparisons
- Variance and exception monitoring
Case study 03
Pricing & Operational Research
Turning competitor information into choices a business can actually use.
The work combines structured comparisons, pricing logic, operating research and documentation to support membership, product and process decisions.
Approach
Define the decision → collect comparable information → normalize the offers → identify patterns → document a practical recommendation.
Case study 04
Enterprise BI Application
Business-intelligence application experience in a complex enterprise technology environment.
I contributed to a confidential initiative associated with NEC and an enterprise identity and recognition platform.
Confidentiality comes first.
Client-sensitive business, technical, data and implementation details are intentionally excluded. No proprietary screenshots or protected information are presented.
Client-sensitive business, technical, data and implementation details are intentionally excluded. No proprietary screenshots or protected information are presented.
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