Analytics & Decision Intelligence

Know what's working.
Fix what isn't.

Tidal Arc audits the numbers your leadership team runs on, finds the ones that won't survive a recomputation, and turns them into a measurement system that carries a decision.

Explore Analytics See Sample Work

Boutique, senior-led, fixed scope and fixed price. A small number of engagements at a time, each led personally.

The problem

More data. More dashboards. Still no answer.

Reporting can be well built and directionally wrong on the two numbers that matter most. The questions below are the ones leadership actually asks — and the ones most reporting layers cannot support.

01Which of these numbers would survive a recomputation?

02Why did the metric move, and which part of it is ours to control?

03Which metrics actually decide something?

04What should we fix first?

05Would the board reach the same conclusion from the same numbers?

Tidal Arc builds the measurement layer needed to answer those questions.

What we do

Four engagements. Nothing else.

Most companies start with the audit, because it produces the evidence that tells you whether you need the rest.

Measures today

Executive Analytics & KPI Audit

Which numbers survive a recomputation, and which decisions they distort.

Defines the standard

KPI & North Star Framework

The metric system the audit recommends, with definitions that travel.

Answers one question

Business Performance Diagnostic

Why the number moved, and which part of it is yours to control.

Keeps it honest

Fractional Analytics Advisory

Standing senior judgment, monthly, without a full-time hire.

We design the strategy, frameworks and analytical approach. Your internal team or implementation partner executes the solution — Tidal Arc does not write the production code, own the dashboards or run the pipelines.

Full service detail →

Featured — Business Performance Diagnostic

The question you were asked is usually not the question to answer.

A leadership team asks why churn is rising and how many CSMs to hire. Decomposing the decline first shows churn is a quarter of it — and that the largest driver is a pricing term, not a relationship problem. Same data, different remedy, $1.1M not spent.

Step 1

Reframe the question

What is actually moving, and which part of it is ours to control? The framing usually arrives with a remedy already attached to it.

Step 2

Decompose before diagnosing

Most headline metrics are arithmetic identities. A fourteen-point move has to allocate fourteen points before anyone explains it.

Step 3

Separate structural from external

Which share is market conditions, and which share is a policy, a definition or a default that can be changed this quarter?

Step 4

Recommend with a number on it

Each recommendation carries the ARR it protects, the decision it unblocks, and what would change the view.

Typical format is three to four weeks, fixed price, with two interim readouts. The deliverable is a written diagnostic plus a one-page board memo — not a deck of generalities.

See the full sample diagnostic →

Method

The same four moves, every engagement.

This is what you're buying: a repeatable way of turning "it seems fine" into something you can measure, argue about with evidence, and improve on purpose.

Define

What does good look like? Written down, owned, specific enough that two people reach the same verdict.

Measure

Recompute or score it consistently against that definition, on a basis that supports a comparison.

Diagnose

Find the pattern underneath the individual numbers, and rank findings by the decision each one distorts.

Improve

A prioritised remediation with owners and windows — and a way to check it actually worked.

Sample work · Hypothetical

Four complete sample deliverables.

Tidal Arc publishes full worked samples on fictional composites rather than describing the work in the abstract. Depth, format and standard of argument are visible before you buy anything.

Sample 01

Executive Analytics & KPI Audit

Eight findings on the reporting layer of a $31M ARR SaaS company. Three change a decision already made.

Sample 02

KPI & North Star Framework

From 61 dashboards to 20 numbers that each decide something.

Sample 03

Business Performance Diagnostic

Churn was not the problem. Fourteen points of NRR decline, fully allocated.

Sample 04

Executive Analytical Narrative

The same diagnosis compressed to one page and two decisions for a board.

See Sample Work

Who we work with

Companies with real numbers and no one whose job is to question them.

Series A–C SaaS with a reporting layer nobody fully trusts Founder-led companies heading into a plan or a raise Teams with an analyst or two but no analytics leadership Companies where two teams report the same metric differently

B2B SaaSVertical SaaSE-commerceSubscriptionProfessional services

How we work

Small scope, senior judgment, deliverables built to be used.

Lean

Small projects with a defined scope and a named deliverable. Nothing open-ended.

Senior-led

The person who scopes the work does the work. No layers of junior consultants.

Practical

Deliverables designed to be picked up and used, not presented and filed.

Find out which of your numbers would survive a recomputation.

A 30-minute call. We'll tell you whether an audit is worth doing, and what it would cost.

Book a Discovery Call See Sample Work

What we do

Analytics & Decision Intelligence

Reporting that is technically well built and quietly wrong is the normal state of a growing company — not a sign of a bad team. The numbers were defined years ago by different people for different questions, and nobody's job is to go back and check.

The symptoms are consistent. Two board meetings in a row open with fifteen minutes of reconciling conflicting figures. A retention number that flatters because churned accounts left both sides of the ratio. An "active account" definition that counts a login. Sixty dashboards and nine definitions of "customer".

None of that needs new tooling to fix. It needs someone senior enough to recompute the headline numbers, say plainly which ones will not survive, and rank the findings by the decision each one distorts.

A metric can be imprecise and harmless. It can also be precise, well-governed, and quietly steering a $3M budget the wrong way.

How the four fit together

Four services, one sequence.

Most engagements start with the audit, because it produces the evidence that tells you whether you need the rest.

Measures today

KPI Audit

Which numbers survive a recomputation, and which decisions they distort.

Defines the standard

North Star Framework

The metric system the audit recommends, with definitions that travel.

Answers one question

Performance Diagnostic

Why the number moved, and which part of it is yours to control.

Keeps it honest

Fractional Advisory

Standing senior judgment, monthly, without a full-time hire.

Services

What each one is.

Measures today

Executive Analytics & KPI Audit

An independent read on the reporting layer leadership actually runs on. We recompute the headline metrics from the warehouse, interview the people who own them, and report which conclusions the current reporting supports — and which it does not.

Findings are graded on decision consequence, not on data-quality aesthetics, and each one names the decision it distorts and the effort to fix it.

Metric recomputation
Ranked findings
Severity by decision impact
Answerable-today table
90-day remediation roadmap
Confidence & limits
Executive readout

See sample A1 — a full eight-finding audit →

Format~9 business days
InvestmentFixed price

Defines the standard

KPI & North Star Framework

The metric system the audit recommends: one North Star that is both leading and moveable, a driver hierarchy leadership can operate weekly, and definitions robust enough that the board number and the team number are the same number.

Built on one rule above all — every metric names a decision. If nobody can say what they would do differently at a different value, it is interesting, not operational.

North Star definition
Driver tree
Tiered scorecard
Metric definitions with owners
Exclusions & known limits
Escalation thresholds
Definition repository

See sample A2 — 61 dashboards to 20 numbers →

Format~3 weeks
InvestmentFixed price

Answers one question

Business Performance Diagnostic

One question, taken seriously. Why retention fell, where the funnel leaks, which segments actually drive revenue, whether a change worked. We decompose the move before diagnosing it, test the alternative explanations, and separate what is structural from what is market.

Comes with a one-page executive narrative: the bottom line, what the movement is made of, why it happened, and the specific decisions being requested.

Problem reframe
Full decomposition
Hypothesis tests
Controllable vs external split
Quantified recommendations
One-page board memo
What would change this view

See samples A3 and A4 — the diagnostic and its board memo →

Format~4 weeks
InvestmentFixed price

Keeps it honest

Fractional Analytics Advisory

Senior analytics thinking without a full-time hire: monthly metric review, prioritising the analytics queue, a second read on your analyst's work, vendor evaluation, and decision support before the board meeting.

Advisory hours cover live meetings, the preparation behind them, document and analysis review, and asynchronous strategic input. Implementation sits outside the retainer.

Monthly metric review
Analytics prioritisation
Review of internal work
Vendor evaluation
Executive decision support

FormatUp to 4 advisory hours / month
InvestmentMonthly retainer

We design the strategy, frameworks and analytical approach. Your internal team or implementation partner executes the solution.

Book a Discovery Call

Sample work · Hypothetical

Four complete worked samples.

Every sample below is built on a fictional composite with constructed data. No client engagement, no real company and no real customer data appears anywhere on this page. They exist so the depth, format and standard of argument are visible before you buy anything.

A single company assessed, then redesigned; then a second company diagnosed, and the diagnosis compressed for a board. Read in order, they show the practice end to end.

Company names, figures and examples are invented. When real engagements produce publishable results they will replace these and will be labelled as such.

The two composites

Arcadia Workflow and Veltrix

"Arcadia Workflow" is a fictional $31.4M ARR B2B SaaS business; samples A1 and A2 assess its reporting layer and then rebuild it. "Veltrix" is a fictional $58M ARR vertical SaaS business in freight and logistics; samples A3 and A4 diagnose a retention decline and take it to a board.

Sample A1 · Hypothetical

What Your Dashboards Are Telling the Board That the Data Does Not Support

Executive Analytics & KPI Audit · "Arcadia Workflow", fictional $31.4M ARR B2B SaaS · 6 pages

Tidal Arc

TriggerTwo consecutive board meetings spent reconciling conflicting numbers, ahead of locking the FY27 plan.

Inputs61 dashboards, KPI definition doc, dbt model layer, four board decks, the plan model, four exec interviews.

FormatFixed price, 9 business days. Assessment plus a 60-minute exec readout.

RoleIndependent reviewer. Tidal Arc framed the questions, ran the recomputations and owns every conclusion.

The one-paragraph version

Arcadia's reporting is technically well built and directionally wrong on the two numbers that matter most. Net revenue retention is reported at 121%; recomputed on a fixed starting cohort it is 110% — below the peer median for companies of this size, not above the top quartile. The engagement metric driving CS prioritisation counts a third of accounts as "active" when nobody in them has completed any work. And the largest source of revenue risk — customers shrinking rather than leaving — is not measured anywhere. Three of the eight findings change a decision already made in the FY27 plan. None require new tooling to fix.

121% → 110%NRR, reported vs. fixed-cohort recompute

35%Of "active" accounts completed zero core workflows in 30 days

$1.6MFY27 plan exposure from the overstated figure

3 of 8Findings change a decision already made

Finding 1 in one chart — retention as reported vs. recomputed on a fixed starting cohort, trailing twelve months.

NRR — as reportedsurvivor-cohort method 121%

NRR — recomputedfixed starting cohort 110%

GRR — recomputednot reported today 86.8%

Scale 0–125% · thin vertical rule = peer median (NRR 115%, GRR 89%; B2B SaaS $25–100M ARR band) · synthetic data

Both figures use the same twelve months of ARR movement: a $22.0M starting base, +$5.06M expansion, −$0.90M contraction, −$2.00M churn. The reported method drops churned accounts from the denominator as well as the numerator — dividing $24.16M by $20.0M instead of by $22.0M.

Findings, ranked by decision impact. Severity is assigned on decision consequence, not on data-quality aesthetics.

#	Finding	Severity	Decision it distorts	Fix
F1	NRR overstated by 11 points by survivor-cohort method	Critical	FY27 expansion plan; board narrative	2 days
F2	"Active account" defined as any login; 35% have zero core usage	Critical	CS prioritisation; onboarding case	3 days
F3	Contraction is not measured; only full churn is reported	Critical	Renewal risk forecasting; pricing	4 days
F4	Marketing and Sales attribution double-count 24% of pipeline	High	$3.4M H2 channel budget	5 days
F5	Exec dashboard and board deck disagree on ARR by $1.4M	High	Board credibility	1 day
F6	Pipeline coverage of 3.4× is 1.9× when risk-adjusted	Medium	Sales hiring pace	3 days
F7	No leading indicator exists for the stated #1 FY27 priority	Medium	Whether the onboarding spend works	6 days
F8	61 dashboards, 9 definitions of "customer", 38 near-unused	Medium	~30% of analyst capacity	10 days

What I would not do

Do not start with the dashboard consolidation, and do not buy a metrics catalogue tool in the first 90 days. Both are visible, satisfying, and orthogonal to every finding above.

Full sample · 6 pages · PDF Request the full sample →

Sample A2 · Hypothetical

From 61 Dashboards to 20 Numbers That Each Decide Something

KPI & North Star Framework · the same fictional company, after the audit · 5 pages

Tidal Arc

MandateDesign the metric system the audit recommended: one North Star, a driver hierarchy operable weekly, definitions robust enough that the board number and the team number are the same number.

FormatProject-based, 3 weeks. Two exec working sessions, one with Analytics and Product.

RoleTidal Arc designed the hierarchy and wrote every definition. The client's team built the models — we did not implement, and deliberately did not need to.

The four rules the framework is built on.

Rule 01

Every metric names a decision

If no one can say what they would do differently at a different value, it is interesting, not operational.

Rule 02

The North Star is leading and moveable

ARR is the outcome, not the North Star. One that cannot be moved this quarter is decoration.

Rule 03

Definitions travel with the metric

Owner, source, exclusions and known limits are part of it. A number without them is a rumour with a decimal point.

Rule 04

Fewer tiers than teams

Six board metrics, fourteen operating metrics, everything else diagnostic.

The North Star selected

Weekly Value-Delivering Accounts

An account is value-delivering in a week if at least two distinct users each completed at least one qualifying core workflow, and the account completed at least three in total. A workflow qualifies when it reaches a terminal success state and produces a downstream action — an export, an approval, an integration write.

Deliberately requires two humans and a downstream action, so it does not move when an administrator logs in to pull an export — precisely the failure that made 35% of "active" accounts meaningless.

Why this metric survived the test and the alternatives did not.

96%Renewal rate, accounts above the threshold for 8 straight weeks

71%Renewal rate, accounts below it

−2.1%Contraction at renewal, above threshold

−11.8%Contraction at renewal, below threshold

Synthetic data · the signal is readable four to six months before a renewal conversation — long enough that intervention is still cheap

Full sample · 5 pages · PDF Request the full sample →

Sample A3 · Hypothetical

Churn Was Not the Problem

Business Performance Diagnostic · "Veltrix", fictional $58M ARR vertical SaaS · 4 pages

Tidal Arc

Question as asked"Why is churn increasing, and how many CSMs do we need to hire to stop it?" — CEO, kickoff call.

Question answeredWhat is causing net revenue retention to fall, and which part of it is ours to control?

FormatProject-based, 4 weeks. Two interim readouts, one final session with the exec team.

RoleTidal Arc structured the problem, specified every cut, reviewed the analyst team's output, and owns the interpretation.

Why the reframe mattered

"Churn" at Veltrix meant customers leaving, and the proposed remedy — six additional CSMs — followed directly from that framing. Decomposing the fourteen-point decline before accepting the framing showed the largest driver was existing customers shrinking, that its cause was structural rather than relational, and that the proposed remedy addressed neither.

118% → 104%NRR across three quarters

6.5 of 14.0Points from contraction, vs 3.2 churn and 4.3 slower expansion

60%Of that is controllable — a pricing term, not the market

~$2.2MARR protectable over four quarters, without adding CS headcount

Decompose before diagnosing. NRR is an arithmetic identity: 100% + expansion − contraction − gross churn. Any explanation of a fourteen-point move has to allocate fourteen points.

Q4 FY25 — NRR 118%

Q3 FY26 — NRR 104%

Expansionupsell + seat growth

26.4%

22.1%

Contractiondowngrades at renewal

3.1%

9.6%

Gross churnfull non-renewals

5.3%

8.5%

Share of the starting ARR base, trailing twelve months · scale 0–30% · contraction +6.5 pts is the largest single driver · synthetic data

Why it happened — three findings, in the order they were tested.

Finding	Evidence	Reading
Customers over-buy seats and later give them back	Contracted seats with no activity in the 90 days before renewal rose from 22% to 39%	Structural. Administrators bulk-provision for department size on day one.
A true-down right reached contracts it was never priced for	Quarterly true-down priced for three-year terms reached one-year deals via a sales exception path in 41% of cases; matched on tenure, post-change accounts contract at −12.3% vs −6.9%	Controllable by policy this week, not by relationship management.
The market set the timing, not the cause	Customers whose shipment volume fell >15% contracted at −16.2% vs −7.4% for the rest	Worth roughly 29% of the increase. The other 60% is the company's own.

Full sample · 4 pages · PDF Request the full sample →

Sample A4 · Hypothetical

Net Revenue Retention: What Changed, and What We Need Approved

Executive Analytical Narrative · the same diagnosis, compressed for a board · 1 page

Tidal Arc

The same analysis as A3, written for a different reader. A board does not need the hypothesis tests; it needs the bottom line, what the movement is made of, and the specific decisions being requested. This is the format a diagnostic compresses into.

Bottom line

NRR has fallen from 118% to 104% in three quarters. The cause is not churn, which we have been treating as the problem. It is contraction — existing customers renewing at lower value — which accounts for 6.5 of the 14 points, the largest individual contributor to the decline. About 60% of that increase is structural and reversible by policy, not by relationship management.

Decisions requested. The test of an executive narrative is whether a reader can act on it without reading anything else.

#	Decision	Effect
1	Approve the true-down policy change and activation-gated seat billing	Protects an estimated $2.2M of ARR over four quarters; costs two quarters of lower reported new ACV, which the board should hear from us now rather than see in Q1
2	Decline the request for six additional CSMs ($1.1M annually)	Contraction under pooled coverage is −9.9% against −9.2% under named coverage — inside the noise, and it reverses once ACV is controlled for. The hire would not have addressed the driver.
3	Note that from Q4 we report contraction as a standing line alongside churn, and NRR on a fixed starting cohort	Prior periods restated on that basis; the history presented is the restated series

What would change this view

The structural-versus-macro split rests on in-product shipment volume as a proxy for customers' own staffing decisions. If they cut staff ahead of volume, the recoverable amount is smaller — though the direction of the recommendation does not change. The indicator to watch over the next two renewal quarters is contraction on one-year contracts specifically, not the blended rate.

Every Tidal Arc deliverable carries this section. A conclusion without its own failure condition is an opinion.

Full sample · 1 page · PDF Request the full sample →

Want this run against your own numbers?

Bring your board deck or your KPI definitions. We'll tell you on the call whether the work is worth doing and what it would cost.

Book a Discovery Call

About Tidal Arc

A different kind of analytics practice.

Tidal Arc is an independent, founder-led analytics advisory practice built around a simple belief: the value of analytics is not in the amount of information it produces, but in the quality of decisions it changes.

Most growing companies have more data than they can meaningfully use. They have dashboards, established KPIs, sophisticated reporting infrastructure, and talented people producing analysis.

Yet the most consequential questions often remain unanswered.

01Are we measuring what we think we're measuring?

02What is actually driving performance?

03Which problems are worth solving?

04And what should leadership do differently as a result?

Tidal Arc works in the space between data and decisions — where analytical rigor, business context, and independent judgment matter more than another dashboard.

Our Perspective

Better analytics starts with better questions.

Business analytics is often treated as a technical discipline: collect the data, build the model, visualize the results, and deliver the report.

But technically correct analysis can still lead to the wrong business decision.

A retention metric can be calculated consistently and still obscure the customers who are quietly shrinking. A dashboard can be accurate and still emphasize the wrong indicators. An apparent performance problem can prompt an expensive intervention before anyone has established what actually changed.

The challenge is rarely just finding an answer. It is knowing whether we're answering the right question.

At Tidal Arc, we approach analytics through four principles:

Principle 01

Question the metric before interpreting the movement.

A number is only useful when its definition, population, and limitations are understood. Before explaining why a KPI changed, establish whether it measures what leadership believes it measures.

Principle 02

Decompose before diagnosing.

Headline metrics compress different underlying forces into a single figure. Separate those forces before assigning causes, recommending interventions, or allocating resources.

Principle 03

Connect every metric to a decision.

Not every measurable thing deserves executive attention. A useful metric should help someone make a better decision, recognize when action is needed, or determine whether an intervention worked.

Principle 04

Make conclusions challengeable.

Strong analysis does not conceal uncertainty. It distinguishes evidence from assumptions, identifies alternative explanations, and states what would change the recommendation.

The goal is not certainty for its own sake. It is better judgment under real-world uncertainty.

The Founder

Experience across the full distance from data to decision.

Tidal Arc was founded on fifteen years of experience spanning data engineering, business analytics, product, and analytics leadership in complex technology environments.

That breadth shapes the practice.

Understanding how data is produced matters. So does understanding how metrics are defined, how analytical findings are interpreted, and how leadership ultimately uses them to make trade-offs.

The most valuable analytical work often happens at the boundaries between those disciplines — where a technically sound number meets an ambiguous business question.

Tidal Arc brings that cross-functional perspective to focused engagements: assessing measurement systems, diagnosing business performance, designing decision-oriented KPI frameworks, and providing independent analytical guidance to leadership teams.

The work is personally led, intentionally selective, and grounded in the business decision at hand.

What Working With Us Means

Independent judgment, not more reporting.

We challenge assumptions, test definitions, and prioritize findings based on their business consequences — even when the most important recommendation is not to invest in a proposed solution.

Senior involvement from start to finish.

The person framing the problem is the person doing the analytical thinking and presenting the conclusions. No layers of account management or junior delivery.

Defined scope and practical outputs.

Engagements are structured around specific questions, fixed deliverables, and clear boundaries. Recommendations are designed to be acted on, not simply presented.

Clarity about what we don't do.

Tidal Arc is not a dashboard production shop, a data engineering contractor, or an outsourced analytics backlog. We design the analytical approach and decision framework; internal teams or implementation partners can build and operate the underlying systems.

Why Tidal Arc

The measure of good analytics is what changes because of it.

A better-defined metric. A flawed assumption corrected. An expensive intervention avoided. A business problem understood well enough to address its actual cause.

Those outcomes are often less visible than a new dashboard or a complex model.

They are also what makes analytics valuable.

Tidal Arc exists to make that work deliberate, rigorous, and useful.

Have a business question your current reporting cannot confidently answer?

Start with a 30-minute conversation. We'll help determine whether a focused analytical engagement is the right next step.

Book a Discovery Call →

Contact

Start with a 30-minute call.

No pitch deck and no proposal on the first call. We'll work out what you're actually trying to find out, and whether measuring it is worth your money.

Discovery call

Thirty minutes. What your reporting is telling leadership, where you suspect it's weak, and what a good outcome would look like.

Scope and fixed price

If there's a fit, a one-page scope with a named deliverable and a fixed price, usually within two business days.

No obligation

Take the scope, defer it, or use it as a brief for someone else. Nothing proceeds until you say so.

Name

Company

What are you looking at?

Company size

What question are you trying to answer?

Sends as an email from your own client, so you keep a copy of what you wrote. Or write directly to contact@tidalarc.co. Enquiries are answered personally, usually within one business day.

What helps on the callYour current KPI definitions or a recent board deck — and one number you have stopped quite believing.

What we don't need yetNothing sensitive to start. Aggregate figures, metric definitions and screenshots are enough to scope an engagement. No production access, no customer records.

ConfidentialityAn NDA before anything substantive is discussed, if you'd prefer it that way.

If it's not a fitWe'll say so, and point you at what would actually help — a different specialist, a tool, or nothing at all for another quarter.

CapacityDeliberately limited. A small number of engagements at a time, each led personally.

Know what's working.Fix what isn't.

More data. More dashboards. Still no answer.

Four engagements. Nothing else.

Executive Analytics & KPI Audit

KPI & North Star Framework

Business Performance Diagnostic

Fractional Analytics Advisory

The question you were asked is usually not the question to answer.

Reframe the question

Decompose before diagnosing

Separate structural from external

Recommend with a number on it

The same four moves, every engagement.

Define

Measure

Diagnose

Improve

Four complete sample deliverables.

Executive Analytics & KPI Audit

KPI & North Star Framework

Business Performance Diagnostic

Executive Analytical Narrative

Companies with real numbers and no one whose job is to question them.

Small scope, senior judgment, deliverables built to be used.

Lean

Senior-led

Practical

Find out which of your numbers would survive a recomputation.

Analytics & Decision Intelligence

Four services, one sequence.

KPI Audit

North Star Framework

Performance Diagnostic

Fractional Advisory

What each one is.

Executive Analytics & KPI Audit

KPI & North Star Framework

Business Performance Diagnostic

Fractional Analytics Advisory

Four complete worked samples.

Arcadia Workflow and Veltrix

What Your Dashboards Are Telling the Board That the Data Does Not Support

From 61 Dashboards to 20 Numbers That Each Decide Something

Every metric names a decision

The North Star is leading and moveable

Definitions travel with the metric

Fewer tiers than teams

Churn Was Not the Problem

Net Revenue Retention: What Changed, and What We Need Approved

Want this run against your own numbers?

A different kind of analytics practice.

Better analytics starts with better questions.

Question the metric before interpreting the movement.

Decompose before diagnosing.

Connect every metric to a decision.

Make conclusions challengeable.

Experience across the full distance from data to decision.

What Working With Us Means

Independent judgment, not more reporting.

Senior involvement from start to finish.

Defined scope and practical outputs.

Clarity about what we don't do.

The measure of good analytics is what changes because of it.

Have a business question your current reporting cannot confidently answer?

Practical writing on measuring what matters.

Free, usable, no signup theatre.

KPI Definition Template

Metric Recomputation Checklist

Board Metric One-Pager

In writing.

Your NRR is probably not what you think it is

Every metric should name a decision

Decompose before you diagnose

When should a company hire its first analyst?

Why your dashboard count is the least interesting problem you have

Start with a 30-minute call.

Discovery call

Scope and fixed price

No obligation

Know what's working.
Fix what isn't.