Data & Reporting Transformation
Reporting that took three days to assemble, and that the leadership team had stopped believing.
- Sector
- Professional services
- Scope
- Metric definition · Data consolidation · Dashboard delivery
Monthly reporting was assembled by hand from several systems. By the time it was distributed it described a month that had already ended, and different departments arrived at meetings with different figures for the same measure. The underlying issue was not tooling — it was that nobody had ever written down what the measures meant.
We started with definitions, not dashboards. Working through each contested measure with the departments that used it, we established one agreed definition per metric and wrote it down. Only once the definitions were signed off did we build the data model and the reporting on top of it.
What we built.
- 01A written, agreed definition for every reported business metric
- 02Automated consolidation of data from the operational source systems
- 03A data model and reporting layer replacing manual assembly
- 04Operational and leadership dashboards built on the agreed definitions
- 05Data quality checks that flag anomalies before the numbers are published
- Departments arrive at meetings with the same figure for the same measure
- Reporting refreshes automatically instead of being assembled by hand
- Leadership can ask follow-up questions without commissioning new analysis
- Data quality problems surface before publication, not after a decision
Related services
All work
- Multi-branch services organisation
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ERP Process Optimisation
A capable ERP that the business had quietly stopped using for its most important process.
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