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Boutique technology consultancy
Founder-led. Collective-powered.
Senior accountability
Problem-shaped teams
Digital, data and AI products
From focused product to portfolio
Boutique technology consultancy
Founder-led. Collective-powered.
Senior accountability
Problem-shaped teams
Digital, data and AI products
From focused product to portfolio
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Analytics & decisions

Analytics that decide

KPI packs, forecasts and operating views the team actually opens — one definition of the number, used in the room.

Understand → Shape → Build → Evolve

The same method, applied to this practice

Understand, shape, build and evolve — the studio method applied to this domain. Select a stage to see the questions we settle and the artefacts we leave behind.

01

Map the calls that move the business

Begin with the decisions that are slow, disputed or still made on gut feel — and the people who make them. We map the sources behind those calls so the work starts from a real meeting, not a dashboard wishlist. The first output is a short list of calls worth a trusted number, and where that number is currently lost.

Decision inventory

Which recurring calls need a trusted number, an owner and a next action — not another chart.

Source map

Where those numbers actually live today, and where the process loses time or trust on the way to the room.

Trust gaps

Where the same KPI means three things, lives in a side spreadsheet, or arrives too late to change the call.

A representative pattern

What a focused engagement can look like

Illustrative delivery pattern, not a client case study or measured outcome.

Typical engagement

Give the room one KPI pack, with a forecast on the same number

Situation

The monthly pack is assembled by hand from three extracts and a side spreadsheet. The same KPI means different things in finance, operations and the product team. The forecast lives somewhere else, exceptions arrive as Slack messages, and the meeting spends its time debating the number instead of deciding what to do. Nobody owns the definition, so every cycle starts again.

Intervention

Sit with the people who use the pack, not only the people who produce it. Agree metric contracts — definition, grain, owner and quality rule — for the measures the room will actually use. Automate the operating view from trusted data, put a short forecast and exception list on the same grain, and attach a named review cadence so challenge and next action have a place to live.

Concrete deliverables
  • Decision map and KPI / metric contracts
  • Automated operating pack from the contracted grain
  • Forecast and exception view on the same number
  • Named review cadence, owners and next-action rule
What changes

The recurring discussion starts from one owned number. Exceptions and a next action are explicit, and the forecast is no longer a separate artefact the room has to reconcile.

Who is in the room

The executive or operating sponsor who chairs the review, the analysts who currently assemble the pack, and the named owner of each contracted metric. The people who act on the exceptions must be in the room when the cadence is designed.

Team that forms

Founder-led, with a product and strategy lead holding the decision cadence and a data / platform lead on the metric layer. A product designer joins if the operating view has to be used daily, not only presented. AI capability joins only if exceptions are already a high-volume judgement problem.

Evidence / stop-or-expand

The engagement is working when the sponsor can open the pack without a pre-meeting reconciliation, and each exception has an owner. Expand the metric set only when those contracts hold in a live review. Stop if no one will own the definition, or if the underlying data cannot be trusted enough to automate.

Concrete deliverables

Useful artefacts, not empty activity

The exact scope changes with the system and environment. These are the outputs the practice is designed to leave behind.

01

Decision and KPI map

The calls that matter, who owns them, and where today’s number is disputed or assembled by hand.

02

Metric contracts

One definition, grain, owner and quality rule for each measure the room will use.

03

Operating pack

The automated view of performance, exceptions and next actions, with a forecast on the same metric layer.

04

Review cadence

The rhythm for challenge, annotation and ownership of the next decision — not another unused report.

Put this practice against a real business problem

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