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Data warehouse and BI, so one number wins the meeting

One set of numbers every report reads from, so the meeting is about the business.

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What rebuilding the numbers costs you

minutes a report

reports a month

$ an hour

See where the rest of it goes →

The problem is rarely storage. Revenue means four things across four systems and nobody wrote down which one counts. We land the systems in one place, define each metric once, test the loads so a silent failure is caught by us, and build only the reports somebody has agreed to open.

Is it a fit?

Definitions

Revenue, churn and active customer written down once, in a sentence you can check.

Freshness

A stopped feed is caught by a monitor, not by a number in a board pack.

Audience

Each report has a person who opens it and a decision it changes.

Start here. You get back the numbers your own team cannot produce today without asking somebody.

Find the biggest leak

Work it out in a minute

Can you answer these six without asking anyone? →

Six questions your team gets asked most weeks. Answer for a normal Tuesday.

What you get

One landing place

The store, the billing system, the CRM and the ad platforms arriving in one warehouse on a schedule, with the raw history kept. Once the data lands in one place, questions that used to need three exports and an afternoon become a query.

Metrics defined once

Active customer, revenue, churn, margin: written down, agreed, and implemented in one model that every report reads from. Most disagreements are two teams both being right about different definitions, and the fix is a decision, not a tool.

Loads that tell you when they fail

Tested and monitored, so a broken feed is caught before it reaches a board pack. A dashboard that is quietly three days stale does more damage than one that is obviously down, because people keep believing it.

Dashboards someone opens

Built for a named decision and a named person, starting with three numbers rather than thirty. A wall of charts is what gets built when nobody asked what the report is for.

The meeting where two reports disagree

Everyone who has run a company past a certain size has sat in it. Finance has one revenue number, the sales dashboard has another, and the next forty minutes go on reconciling instead of deciding. Both numbers are usually correct. One is counting when the invoice was raised and the other when the payment cleared, and no one ever wrote down which the company means.

That is why this work starts with definitions rather than infrastructure. Active customer, revenue, churn, margin, each written in a sentence a person can check, then implemented once. After that a report is either reading the shared definition or it is not, which turns an argument about judgment into a question with an answer.

Questions we get

Are we big enough for a warehouse?

If two people have argued about whose number is right in the last month, yes. Size matters less than how many systems hold customer records.

A company with everything in one system does not need this. A company with a store, a billing platform, a CRM and an ad account already has four versions of the truth, whatever its revenue is.

Will this replace our spreadsheets?

The ones that exist because a report was missing, yes. The ones people use to think with should stay.

The target is not zero spreadsheets. It is that nobody has to rebuild the same number by hand every Monday, and that when two of them disagree there is somewhere to look.

How is this different from your data and reporting service?

Reporting answers the questions you have now. This builds the layer those answers can stand on when there are four systems and four opinions.

Plenty of companies only need the first. If your numbers already agree and the reporting is the gap, start there and do not buy this yet.

How long until we see a dashboard?

A first useful one inside a few weeks, built on one or two sources, while the rest is being connected.

We deliberately do not wait for everything to land. A narrow report in week three tells you whether the definitions are right, and the definitions are the part most likely to be wrong.

If the reporting is the gap rather than the foundation, start with data and reporting. A warehouse answers questions. an admin dashboard is where the work itself happens.

More in the guides and every answer in one place.

Other engagements

Data and reporting Business systems integration Internal audit Fractional operations CRM build and migration AI strategy and rollout