As a data strategy leader, we know that your list of priorities is long but you really care about two things:
- Deploying innovative data-driven solutions to your colleagues and clients, and
- Ensuring that the information going those stakeholders is reliable, consistent, and trustworthy.
We also know that you only have a few opportunities to demonstrate impact before you lose the attention of the business and executive sponsorship.
Data strategy leaders who can effectively engage the business and retain executive sponsorship are in a position to radically change their business and earn the unrelenting support of their colleagues.
Furthermore, this cross-departmental visibility puts a data strategy leader in a position to advance their career like no other business function.
The opportunity is now - take it!
Here's the Truth
You can bring organizational clarity, increase solution adoption, obtain the budget you deserve, and stop the noise in 30 days with a lean and mean approach to data management.
Savvy data strategy leaders are capable of establishing high-performing teams, setting the strategy, building the business case, and implementing relevant technologies, but, if done out of sequence with the right resources and without the appropriate steps, will find themselves facing a high probability of failure.
In our first years, we’ve had success with renowned global brands and companies as large as ABInbev, the world’s largest brewer of beer and Ulta Beauty, the largest US-based beauty retailer, and Kraft-Heinz one of the largest food and beverage companies in the world! And while we continue to assist in projects with the big guys, we recognize the need for our no-nonsense approach is coveted in the middle market. Companies that don’t have 10’s millions of dollars to throw at projects and where real, bottom-line success is an operational necessity, not an unexpected windfall.
Hi my name is Taylor Culver and 10 years ago, after getting my MBA, I made a career pivot from finance to technology after I grew weary of being told that the data was “wrong” when trying to implement a new financial planning system. Since rolling up my sleeves in data, I’ve journeyed through the multiple data management methodologies as I built and led data organizations.
In the course of my data career where I have bought and sold millions of dollars worth of data contracts and implemented dozens of products within organizations, a similar business problem began to emerge.
Of course this single problem came in dozens of flavors. Whether it was spending countless hours reading academic books that were not actionable, hiring consultants who operated 10 years ahead but would deliver results 10 years later, or purchasing solutions that were well marketed to the problem statement but couldn’t actually solve it - the results would remain the same. Internally, my colleagues would make excuses, roll their eyes, disengage, point fingers, blame, and run for the hills when the project started to decay.
The reality is that any technology project, whether it’s an implementation of a CRM system, or something more nascent like machine learning is only successful if you do the data management work up front thinking very critically about the purpose of your program, who the intended end users are, the business impact--and the data needed to achieve that business impact--before taking a single step forward.
“Common sense is genius dressed in its working clothes.” -Ralph Waldo Emerson
What seems like common sense is unfortunately difficult to implement in some situations. In my organizational experience, once we started doing this, implementations went from circular conversations to actionable results. Organic resistance was met by logical processes and empowered internal resources to solve real problems. Balancing technological limitations with business goals became a less painful conversation and we delivered solutions that have impacted thousands of users and generated millions of dollars of profit (including project costs) back into these organizations.
My boss, the CEO, was happy. The lesson?
Instill some common sense into your data initiatives, and your implementation will go from years to months. End users will understand the process which will allow them to improve and tweak it over time, and see the benefits from their efforts sooner. Executive management will be driving enterprise value by improving operating margin. Company wide morale improves and things get better. You may feel guilty because it almost seems too easy.
If you want a no BS approach to how to drive business value with data initiatives with zero buzzwords and without breaking the bank on things that don’t have guaranteed success. Let’s talk about how XenoDATA& could be right for you.