Michael Bristol, Director of Business Intelligence and Data Analytics, WinnCompanies
Michael Bristol, Director of Business Intelligence and Data Analytics, WinnCompanies
Through this article, Michael Bristol shares how a people-first, operations-informed approach to data is transforming decision-making in military and multifamily housing. From building a collaborative BI ecosystem to driving efficiency through predictive models and tiered reporting, he emphasizes that data must serve frontline teams and support mission-critical outcomes. His advice to emerging analytics leaders is clear: understand the work, build trust through early wins, and create systems that deliver lasting value.
From Frontline to BI Leadership: Grounding Data in Real-World Impact
My journey started as a painter in military housing, moving unit to unit with boots on the ground. That early experience shaped a foundational belief: every data point we analyze should connect to real lives and outcomes. As I advanced through operations and into Business Intelligence, I often saw a disconnect between what data showed and what frontline teams experienced.
That gap influenced both my leadership and my work with data. I lead with empathy, ask operationally grounded questions, and focus on ensuring data serves the people doing the work—not the other way around.
One pivotal challenge was guiding our teams from gut-feel decision-making to data-informed thinking. That shift took more than dashboards. It required trust, straightforward storytelling, and a shared understanding that our insights must support mission-driven goals, not just metrics.
Building a Data-Driven Culture: Start with Context, Not Just Dashboards
We manage “small cities”—tens of thousands of homes, roads, warehouses, and fleets. In that level of complexity, one-size-fits-all dashboards simply don’t work. What does work is building a collaborative BI ecosystem, not just a reporting function. We use a few key strategies:
• Self-Service BI Portals tailored by department and role, with clear KPIs and shared definitions
• Regular strategy reviews with cross-functional leaders to align on evolving data priorities
• Data storytelling, where insights are always anchored in operational context and mission impact
• Accessible training and office hours, meeting people where they are—whether that’s a regional manager or a maintenance supervisor
The goal is to demystify data and make it actionable in daily workflow. It’s not about building reports for reporting but about embedding insight into decisions that move the mission forward.
Tackling Housing Industry Pressures: Driving Efficiency Without Compromising Service
One of the most persistent challenges in military housing is balancing cost efficiency with service quality, especially when rent rates are fixed. We can’t grow revenue by raising rent, so every dollar of value has to come from operational effectiveness. Take vacancy turnaround time—every day saved protects revenue, preserves NOI, and more importantly, helps a service member settle in sooner.
Every data point should trace back to real lives and real outcomes—it’s not about the metrics, it’s about the mission 
Labor optimization is another key issue, particularly the in-house versus subcontracted work mix. We’ve introduced predictive scheduling models to forecast workload during peak move seasons. That helps us allocate resources smartly and avoid burnout.
Lastly, data fragmentation continues to slow decision-making. Our solution is building centralized data hubs with strong governance to ensure one source of truth across leasing, maintenance, finance, and operations. This alignment helps leaders act faster and with more confidence.
Enterprise Data Strategy in Housing: Modular Design with Tiered Insights and Governance
We take a modular yet standardized approach to enterprise data strategy. It starts with centralizing pipelines from our core systems—property management, work orders, and financial tools. From there, we apply structured governance using a shared data dictionary and role-based permission layers, whether you’re a maintenance coordinator or an executive.
Our reporting strategy is built across three levels:
1. Operational dashboards for day-to-day execution, such as unit readiness or maintenance backlog
2. Tactical scorecards for mid-level leaders tracking vacancy trends or closure rates
3. Strategic reports for executive decisions tied to Customer Experience, NOI, cost avoidance, and portfolio performance
Federal oversight and compliance are non-negotiable in military housing. Our strategy ensures auditability and data security while enabling real-time, agile decision-making.
Advice for Emerging Analytics Leaders: Lead with Purpose Before Platforms
First, understand the business before the data. Know how the work gets done, where the real pain points are, and which KPIs truly matter in the field.
Second, lead with influence, not infrastructure. Your early wins—whether through automation, more intelligent reporting, or time savings—build the trust needed to scale innovation over time.
Third, act as a translator. Your most significant value is bridging the gap between tech teams, field operations, and executive leadership. Make data make sense.
And finally, build systems that outlast you. A strong analytics leader isn’t just creating dashboards—they’re building cultures, habits, and frameworks that deliver value long after the original project wraps. Because at the end of the day, it’s not just about charts or metrics. It’s about helping families settle into homes faster, supporting those who serve, and building systems that genuinely make a difference. That mission—the one I started serving with a paintbrush— continues today with every insight we deliver.