Mark J. Pulaski
Most organizations don't have a data problem. They have a decision problem — too many reports, not enough clarity, and no system connecting what they measure to what they do about it. I build the systems that close the gap between what the data says and what leadership does next.
Two decades spanning operations, finance, business intelligence, and asset management.
Lead with Courage. Execute with Excellence. Deliver Legendary.
The Operator's Path
Most analytics leaders have never been hands on with operations. I have — and that's where this starts. My path moved deliberately through four disciplines: operations first, then finance, then intelligence and asset management — the layer that ties it all together.
Operations
Over a decade spent in operational roles supporting multiple entities.
Finance
Finance operations, integrations, and FP&A — learning the language of ownership
Intelligence
Business intelligence with operations and finance bridging the floor to the capital stack
Leadership
VP of Finance, Analytics & Intelligence
Organizations have a data problem. It has a decision problem.
Dashboards are everywhere. Clarity is rare. Most businesses, enterprises, and cohorts are drowning in reports while the decisions those reports were meant to inform sit unmade.
What I Solve
I solve it on both sides of the table. For operators, I turn the analysis into a clear action plan — what to do this week, this quarter, this year. For capital partners, I translate the same numbers into the language equity, lenders, and ownership actually use to decide.
How It Lands
- For operators — the numbers become a sequence to execute, not another dashboard to read
- For capital — IRR positioning, DSCR covenant tracking, and NOI scenario modeling, and stress testing in the language ownership decides in
- For both — a decision and the plan to act on it, not a report that changes nothing
What I Do
I live at the intersection most people only theorize about — operations, finance, and intelligence. My niche is bridging all three: translating what happens on the floor into the financial and analytical clarity that drives decisions.
For Capital Partners
FP&A & Capital Partner Reporting
Financial narratives, M&A proformas, and reporting that give operators, ownership, lenders, and equity partners the clarity to make confident capital decisions.
Asset Support
IRR positioning, DSCR covenant tracking, and NOI trajectory and scenario modeling.
Business Intelligence Architecture
Enterprise dashboards and KPI systems that drive accountability from the community floor to the business operator/owner.
For Operators
Decision Systems & Action Planning
I run the full analytical stack — sales, financials, GL, labor — then overlay recommended action plans across short, mid, and long-term horizons. The output isn't a report. It's a decision and a sequence to execute it.
Operations & Change Management
Driving adoption, not installation. Turning new systems, AI, and reporting into behavior change that sticks — because the gap is rarely the technology, it's whether the organization actually changes how it decides.
Practitioner Thought Leadership — Advancing business intelligence and decision-making practice in small and large businesses through real, in-the-arena experience.
Toolset: Power BI · DAX · M-code / Power Query · Yardi · enterprise data integration
The Work, Measured.
Reporting Cycle Reduction
Weekly reporting time dropped from 12 hours to under two through systems redesign.
Hours Reclaimed Annually
Recovered through automation and intelligent systems design.
ROI on BI Infrastructure
28x–39x return on the business intelligence infrastructure.
M&A proformas, sensitivity models, and capital partner narratives built into decisions ownership actually made — not reports filed and forgotten.
Practitioner-Level Thinking
Not theory — what works, what doesn't, and where the industry's real gaps live. Writing and commentary grounded in what I actually build: business intelligence, capital partner reporting, operations, and change management in businesses.
Operational Complexity → Financial Clarity
How to translate what happens on the floor into the reporting language that busines owners, operators, and capital partners actually trust.
The Capital Partner Reporting Gap
Why most operator-generated reports fail at the ownership level — and what investor-grade reporting actually requires.
Lasting Adoption for AI & Technology
The gap is rarely the technology. It's whether the organization actually changes how it decides — and how to close that gap deliberately.
Bridging Operators, Finance & BI
What it takes to build systems that operators trust, finance validates, and ownership acts on — simultaneously.
Bridging the Gap in Person
On stages, on panels, and on podcasts — not as theory, but as a practitioner who has built these systems in the field. Speaking is one of several ways I move ideas through the industry.
AgeTech Connect — 2026
Panelist: "Beyond Go-Live: Creating Lasting Adoption for AI & Technology Initiatives"
Operator & Ownership Sessions
Regular presenter to operators, ownership groups, and leadership teams across different sectors
Recurring Topics
Turning data into decisions · Closing the capital partner reporting gap · Lasting AI adoption · Bridging operators, finance, and BI
Let's Connect
Open to dialogue, media, and speaking engagements. If the conversation is about turning operational complexity into financial clarity — I'm interested.
Operators & Owners
Small and large businesses, groups, lenders, and equity partners navigating decisions.
Speaking & Panels
Conferences, leadership sessions, and panels where practitioner experience adds depth to the conversation.
Media & Podcasts
Interviews and guest appearances, including the finance and BI side of operations
Lead with Courage. Execute with Excellence. Deliver Legendary.
© 2026 Mark J. Pulaski. All rights reserved.
Executive · Operator · Strategist · Thought Leader