Business-first assessment
Map how operations work today, identify where fragmentation creates risk and delay, and define what must be governed for the program to succeed.
Company
Enterprise Transformation Delivery, Grounded in Operational Reality
Global Data & BI Inc. partners with executives who need systems that stand up to audit pressure, board oversight, and day-to-day operational constraints. We design and deliver data, BI, AI, and automation as integrated capability, aligned to how decisions are made and how risk is governed.
+$725M
Client Value Generated
323% IRR
Average Return on Investment
+100
Projects Delivered
About
High-stakes operational transformation expertise
Global Data & BI Inc. was built on two decades of operational engineering inside Fortune Global 500 environments, including Amazon and Air Liquide, across chemical manufacturing, nuclear facilities, oil and gas, and global logistics operations spanning 70 or more countries.
Our founding team's technical background sits inside the industries where system failure carries measurable cost: instrumentation and control systems in oil and gas, process engineering in chemical manufacturing, zero-error operational standards in nuclear facilities. That background shaped a consistent operating discipline, engineering process and governance before technology selection, and it remains the standard we hold every engagement to today.
That discipline produced platforms deployed company-wide across 40 or more countries, and a track record of moving organizations from retrospective reporting to governed, audit-ready operational decision systems.
Results
Returns our clients track monthly
+$725M
Client value generated
323%
Average IRR across engagements
1,612%
Highest recorded project IRR
+100
Projects delivered
95%
Project success rate vs. 20% industry avg.
$445M+
Transformation programs directed (leadership)
40+
Countries of delivery experience
4
Continents served
Our Approach
Operational engineering that drives measurable results
We translate complexity into decisions leaders can own, then we build the foundation so those decisions survive governance, adoption, and audit pressure.
Our engagements run on FrontLoadIQ™, our proprietary methodology for sequencing transformation decisions before technology deployment. It is what produces our 95% engagement success rate, compared to an industry average near 20%.
Full-spectrum engineering
Architect data, BI, AI, and automation as one system. Technology-agnostic delivery focused on definitions, controls, integration, and operational ownership.
Implementation and results
Build systems operations actually use. Adoption, runbooks, monitoring, and governance are engineered in, so capability remains after go-live.
Operating Model
Built for multi-stakeholder, multi-region delivery
Executive-grade clarity
Translate complexity into decisions leaders can own, including sequencing, risk trade-offs, and what must be true for success.
Systems you can govern
Data controls, metric definitions, lineage, and auditability are engineered into the foundation, so numbers hold when it matters most.
Operational ownership after go-live
Roles, runbooks, monitoring, and practical adoption are designed for continuity. The goal is durable capability, not a one-time build.
Delivery under real constraints
Stakeholders, timelines, integrations, and compliance constraints are treated as first class inputs, so programs hold up under pressure.
Executive Team
Experience built in environments where reliability is non-negotiable
Enterprise transformation is an execution discipline. It requires technical depth, operational judgment, and the ability to run delivery across stakeholders who do not share the same incentives, definitions, or context.
Zahra Fathisalout
Eng. CSP, CMLAI, Expert Optimization, Data & AI
Founder, President & CEO · HEC Paris · Candidate for ASc · C.Dir, Collège des administrateurs de sociétés
Fathisalout has led enterprise data, BI, and AI transformation across healthcare, logistics, supply chain, retail, manufacturing, electronics, engineering and construction, and finance and operations, generating $725M in measurable business impact. Her work includes architecting and building enterprise-scale data, automation, and safety platforms inside international corporations such as Air Liquide, Framatome, and Alstom NP.
She founded Global Data & BI Inc. to bring that same engineering-grade discipline to organizations that need transformation to hold up under audit, board oversight, and operational reality, not just at go-live.
Brendan Young
B.Com, Expert Operations & Logistics
Director of Operations · Formerly Amazon Logistics
Young built his operations leadership at Amazon Logistics, achieving a 99.05% on-time dispatch average and a 45% increase in units-per-hour that ranked his team in the top three of Amazon's North American network.
He has since directed operations for workforces of up to 300 employees at companies across Canada, including peak-volume execution exceeding 100,000 units sorted in a single day. At Global Data & BI Inc., Young directs operational delivery, holding transformation programs to the same standards of throughput, safety, and measurable performance he has been accountable for in the field.
Where We've Operated
Global delivery experience
Distribution and logistics, retail and e-commerce, chemical manufacturing, nuclear facilities with zero-error requirements, oil and gas, finance and operations control, inside corporations spanning 70 or more countries, including Amazon and Air Liquide.
Toronto, Ontario (HQ)
371 Front Street West
Montreal, Quebec
Operating as NoèmeX
Why Programs Fail
Common failure patterns in high-stakes transformations
Programs rarely fail because the tool was wrong. They fail when governance, definitions, and operational ownership are not engineered early, and the organization pays later in risk, cost, and delay.
Board questions get sharper, reporting stays fragile
Leadership materials take days to assemble, key metrics cannot be reconciled quickly, and oversight becomes narrative-driven instead of evidence-driven. Audit and compliance discover inconsistencies after decisions have already been made.
"Revenue is up", until the audit says otherwise
Definitions differ across teams, spreadsheet formulas become policy, and dashboards built without controls quietly degrade trust. Compliance reviews reveal mismatches, undocumented logic, and inconsistent calculation methods.
Systems ship, operations bypass them
A platform exists, but the workflow does not change. The organization keeps running on extracts, emails, and exceptions because operational ownership was never engineered.
Implementation succeeds, operations struggle to maintain
Without designed continuity, monitoring, and operational ownership, systems become brittle after go-live. Teams revert to workarounds, and capability degrades over time as context and ownership are lost.
Contact Us
Our Experts Are Ready To Answer Your Questions
If you are facing fragmented reporting, audit pressure, operational inconsistencies, or a transformation roadmap under pressure, a short conversation can clarify what should be decided first, and what sequencing reduces risk.