Context

In a growing operational business, reporting and systems had evolved organically over time. Data existed across multiple platforms, with different teams relying on their own extracts, spreadsheets, and definitions to run day-to-day operations.

Leadership needed clearer, more consistent insight to support planning and decision-making; without slowing teams down.

The Problem

While data was available, it wasn’t reliable or easy to interpret:

• Reporting definitions varied between teams
• Manual processes created delays and errors
• Ownership of data and systems was unclear
• Decision-makers spent more time reconciling numbers than acting on them

The result was friction: slower decisions, duplicated effort, and limited trust in reports.

The Approach

Rather than starting with tools, I focused on alignment:

• Clarifying what decisions actually needed supporting
• Establishing shared definitions and ownership for core metrics
• Simplifying data flows and reducing manual handling
• Designing reporting structures that reflected how the business operated, not just how systems were built

Stakeholders were involved early, with changes delivered incrementally to avoid disruption.

The Outcome

The changes created a more dependable foundation for decision-making:

• Leadership had a consistent view of performance across teams
• Time spent reconciling numbers and questioning reports was reduced
• Reporting became easier to maintain and evolve as needs changed
• Teams were able to focus on improvement rather than explanation

Trust in reporting improved not because it was more complex, but because it was clearer and better owned.

Key Takeaways

• Shared definitions enable faster decisions
• Ownership is as important as accuracy
• Simplicity scales better than complexity
• Reporting should reflect how the business actually operates