Fractional Chief Data Officer
You are running the businesson numbers nobody can check.
Most companies have plenty of data and no way to defend a number in a meeting. We build the warehouse, the forecasts and the tools that fix that, then sit with the CEO while the decisions get made.
Trusted by
What we do
Start with the one that sounds like your week.
Results
What it looked like afterward.
Forecast 98.6% accurate
We locked the forecast and left it alone. Six months later the company total landed within 1.4% of actual and forty-two of forty-eight locations came in within ten percent. Staffing and budget now start from the forecast instead of arguing with it.
Six figures credited correctly
Thousands of phone calls that looked like word of mouth were paid ads. With that revenue credited to the channel that earned it, budget moved toward what was working.
A five-figure correction, found
On a seven-figure annual gratuity pool we found money collected and never distributed, plus a larger sum in the wrong pockets. Every payout now traces to a clocked shift, so managers can answer the question at the front desk.
Matched a paid benchmark tool
They were buying site-selection reports at tens of thousands a year and waiting on a vendor for every follow-up question. The same analysis runs on their own data now, so a real-estate meeting can test a location while everyone is still in the room.
How we work
We find the problembefore we build the fix.
Most data projects start with a request for a dashboard. We start by asking what decision it is meant to serve and who has to make it. Often enough that changes what gets built, because the thing being asked for is not the thing that would help.
So we begin by talking to people. The controller who closes the books. The manager running a location. The person keeping the real numbers in a spreadsheet because the system never held them. That is where the operating logic of a company lives, and almost none of it is written down anywhere we could read instead.
Sometimes that work is a Diagnostic Sprint, scoped and priced on its own. More often it is the first few weeks after a contract is signed. We do it either way. It is how we think about a business rather than something we sell, and the questions we ask first are business questions, from people who happen to be very good at data and AI.
The engagement
We build the data.We stay in the room.
Most data firms hand over a dashboard and leave. We engage as your head of data: we attend the meetings, work on your cadence, and own the function the way someone on your payroll would. Then we do the engineering too.
01
Build the foundation
Cloud warehouses, pipelines and models. We connect the systems you already run so there is one place the numbers come from, and one definition of what each one means.
02
Put it in front of people
Reporting built for the person who has to act on it, not for an analyst. District managers, finance, clinical leads and the outside agency each get the view their job needs.
03
Surface it before it costs you
Churn risk, failed payments, forecast drift, stock running down, compliance slipping. The things visible in the data days before they show up in a report.
04
Be useful early
Most of what slows a data project down is setup, and the warehouse and reporting follow a shape we have built before, so the first useful thing arrives in weeks instead of quarters. We would rather build three things that change a decision than thirty that fill a backlog.
What you get with us
These are workingon day one.
Tessera
Describe your best customer, then see how many live near any address you are weighing.
DimTable
Metric trees, definitions and reading rules your team and your AI both work from.
PRIORA Vault
Your roadmap, changelog and engagement health, without a status meeting.
Territory Map
Your sales, competitor contracts, prospect density and rep coverage on one map.
Ready to see your data differently?
Tell us what you are trying to understand and we will tell you what it takes.