Daniel Morris

I've always been a translator and a systems builder. I grew up in Mississippi with a Swiss mother, which meant summers in Europe dusting off my French, plus a year as an exchange student in Japan at 13 to learn Japanese. I've been moving between worlds and making myself native in each one for as long as I can remember. Professionally, that's exactly what I do. I sit between technical teams and business leaders, and I make each side see what the other is trying to say. I build the systems, frameworks, and teams that the org keeps using long after I'm gone. Companies keep hiring me at the same moment: something big is launching or changing, the data is a mess, and the technical people and business people aren't talking to each other. I've done this at every stop: At Ernst & Young, I built an analytics tool that leadership turned into a $25M product line. At Ticketmaster, I built the business case for their entry into secondary ticketing, driving $3B in market cap growth over 5 years. At HBO Max, I scaled the analytics org from 3 to 35 people while growing subscribers from 5M to 50M. I reduced metric variance from ±20% to ±1%, harmonized 40+ KPIs post-merger in 12 weeks, and built the executive reporting system the C-suite used to run the business. At Morris & McDaniel, I'm leading AI strategy and product development, building governance frameworks and launching AI-powered products that delivered ~10 points of annual margin improvement. The pattern across all of it: I earn trust through deep cross-functional work with stakeholders at every level, then use that trust to change how the organization operates. The insight is never the hard part. Getting an executive team excited enough to act on it is. If your company is navigating a data transformation, scaling analytics for the first time, or trying to build a culture where leadership actually trusts the numbers,