Engineered a dual-phase SQL analytics pipeline to bridge B2B merchant acquisition inefficiencies with B2C customer retention leaks, directly optimizing marketing capital allocation and product lifecycle strategy. By offloading complex window functions to the database tier, I delivered a lag-free executive dashboard that identified high-yield traffic sources and quantified critical churn risks.

Led the end-to-end data analytics lifecycle for Salifort Motors to diagnose a critical 23.8% employee turnover crisis by developing a predictive Random Forest model that achieved 99% accuracy and identified key drivers like satisfaction and workload. Translated complex technical findings into actionable strategic recommendations, directly enabling leadership to implement targeted retention interventions in high-risk departments.

Addressing a critical class imbalance in a 466k-row lending dataset, I engineered a leakage-free pipeline and deployed a Balanced Logistic Regression model to proactively identify high-risk borrowers. This end-to-end solution transformed raw data into actionable business intelligence, directly enabling stakeholders to mitigate potential financial losses through data-driven approval strategies.

Acting as a BI Analyst for PT Sejahtera Bersama, I engineered an end-to-end data pipeline in Google BigQuery to resolve fragmented sales data, enabling the identification of a critical "Volume vs. Value" paradox between high-frequency eBooks and high-revenue Robots. By visualizing these insights in Looker Studio, I formulated three strategic initiatives (including product bundling and regional replication) projected to unlock over IDR 175M in optimized revenue.

Architected an end-to-end analytics solution for Indonesia's largest pharmaceutical retailer by engineering a BigQuery ELT pipeline to unify 672K+ transactions and implementing complex tiered margin logic to resolve data silos. This initiative enabled real-time performance monitoring that identified a critical 30% geographic revenue dependency and pinpointed specific operational bottlenecks causing a 0.4-point customer satisfaction gap in key branches.