Mikey Sison is an engineering and technology leader with more than 20 years building and leading high-performing teams at the intersection of customer data, marketing technology, and large-scale software delivery.

She specializes in customer data platform strategy, marketing operations and measurement, platform modernization, and the delivery discipline that makes technology investments pay off. Mikey is known for helping organizations move from stalled data and technology investments to real, measurable outcomes — diagnosing underused platforms, rationalizing bloated technology stacks, and building the operating discipline that lets teams deliver consistently.

Her experience spans global customer data platform migrations, marketing technology governance, and consumer-facing commerce platforms operating at enterprise scale, built inside Fortune 200 and global consumer brand environments. Mikey brings a pragmatic, people-centered approach focused on sustainable execution and team growth, helping engineering and marketing organizations translate complex technology strategy into outcomes the business actually feels.

 

How Mikey Can Help Your Organization

 

First-party & owned marketing technology

CDP strategy & platform selection

Business objective: Choose the right path to a unified, activation-ready customer data foundation without over-buying or under-building.

How I can help: There are really three paths, and the right one depends on a client's data maturity, existing cloud and warehouse investment, and use cases: a packaged enterprise CDP, a composable CDP that activates directly from the client's own data warehouse, or a custom build. I have run a packaged enterprise CDP at global scale and bring both the buy-side experience and the architectural judgment to recommend honestly across all three.

CDP implementation & data foundation

Business objective: Stand up the platform, integrate the data, and get to real activation rather than a stalled data project.

How I can help: I have led a global CDP implementation & migration and the retirement of the legacy systems it replaced. Whichever path a client takes, I can lead the implementation across data integration, identity resolution, and the consent and governance layer, partnering with data architecture on the underlying model, or lead a delivery team through the work end to end.

CDP adoption, utilization & scale

Business objective: Turn an existing but underused CDP into a platform teams actually run campaigns on and get value from.

How I can help: This is a common and expensive gap, and it usually traces to integration gaps and under-skilled teams rather than the technology itself. I have lived it firsthand across multiple regions, each with different data, privacy, and operational constraints. I can diagnose why adoption has stalled, build the use-case backlog and enablement, and drive rollout that accounts for local requirements.

Customer journey orchestration & lifecycle enablement

Business objective: Move from batch campaigns to personalized, triggered, cross-channel journeys tied to customer behavior.

How I can help: I have led owned-channel marketing execution at enterprise scale across email, push, and digital. I can help clients design lifecycle programs, wire up the real-time data and triggers behind them, and build the operational model so marketers can launch and iterate on journeys themselves.

Data clean room enablement

Business objective: Enable privacy-safe data collaboration with partners and platforms for audience building and measurement, without moving raw customer data.

How I can help: I have worked with clean-room foundations as part of first-party data activation and measurement. I can help clients identify the right use cases, select and stand up the clean-room approach, and connect it to their activation and measurement workflows.

 

Marketing operations & measurement

Marketing operations roadmap & maturity assessment

Business objective: Get an honest read on where marketing operations stand today and a sequenced plan for where to invest next.

How I can help: This is a focused diagnostic, typically a few weeks, that assesses strategy, people, process, technology, and data against business goals and produces a prioritized roadmap. It is a low-commitment way to scope the larger work, drawing on the intake, prioritization, and operating-model discipline I have built inside global organizations.

MarTech stack rationalization & SaaS governance

Business objective: Cut redundant tools and spend while improving what marketing and data teams get from their technology.

How I can help: I have governed enterprise technology portfolios at scale and partnered with procurement on utilization analysis, consolidation, and renewals. I can map tools to business capabilities, surface overlap and underuse, and put a governance model in place so the savings hold.

Marketing measurement & attribution infrastructure

Business objective: Give leadership trustworthy answers on what marketing spend is actually driving.

How I can help: I have navigated the organizational and technical work of building measurement from the ground up inside a large enterprise, including incrementality testing and media mix modeling. I can help clients design a triangulated measurement approach and sequence it realistically rather than promising a solved state on day one.

Platform & software delivery

Platform modernization & migration

Business objective: Move critical systems off legacy infrastructure onto a scalable, resilient architecture without disrupting the business.

How I can help: I have led the modernization of legacy platforms into cloud-native architectures serving consumer traffic at high volume, including commerce systems where downtime is not an option. I can assess the current state, define the target architecture and migration sequence, and lead the teams through cutover — or advise a client's team through the decisions that tend to derail these programs.

Delivery turnaround & program recovery

Business objective: Get a stalled, over-budget, or failing technology program back to delivering working outcomes.

How I can help: I have led the recovery of a failed enterprise SaaS implementation at a Fortune 200 company, managing the software vendor, systems integrator, and internal business teams back to delivery. I can diagnose the real failure points, reset scope and cadence, hold vendors and systems integrators accountable to their commitments, and restore momentum with the business.

Engineering practices & operational readiness

Business objective: Build the delivery and operational habits that keep software shipping predictably and running reliably.

How I can help: I have built and led engineering teams running high-volume services in production, with observability, alerting, and incident and problem management treated as core practice rather than afterthoughts. I can assess where a team's practices are breaking down and put the missing discipline in place.

Technology leadership & organizational effectiveness

Fractional engineering leadership

Business objective: Get senior engineering leadership during a gap, a scale-up, or a period of transition.

How I can help: I have built a new engineering organization from the ground up and led distributed teams across multiple regions. I can step in as an interim or fractional leader, stabilize the function, strengthen the managers under me, and hand it off in better shape than I found it.

Operating model & ways-of-working transformation

Business objective: Fix the collaboration breakdowns between business, product, program, and engineering that cause missed commitments and failed launches.

How I can help: I redesigned how program, product, business, and engineering work together in a global organization, moving delivery on commitments from roughly 65% to 100% and eliminating the failed adoptions that came from misunderstood business needs. I can install intake and prioritization discipline and coach teams to a product-led operating model.

Change adoption & making it stick

Business objective: Make a new way of working last after the consultants leave.

How I can help: I led an enterprise Agile transformation of 200+ professionals, including the sustainment model and coaching senior leaders on their concrete role as change sponsors. I am Prosci-trained and treat adoption, not rollout, as the finish line.