The Problems We Solve and What Changes After.
Two representative engagements showing how we take a costly business question, build the evidence to answer it, and leave the client with a decision they can defend and measure.
Note: these are demonstration case studies built to illustrate our method and deliverables. Client names and figures are illustrative.
Knowing Which Customers and Products Earn Their Place
Problem
Margins were shrinking and leadership could not explain why. Purchasing decisions were made from memory: slow products were overstocked while best-sellers ran out, and marketing spend went to the whole list rather than the customers who actually returned.
The information needed to settle these questions existed, spread across point-of-sale, inventory, and loyalty systems, but no one had the time or method to bring it together.
Approach
- Framed the business question first: which products and which customers generate profit, and what should be reordered and promoted as a result.
- Consolidated point-of-sale, inventory, and loyalty records into one reliable source, resolving duplicate and inconsistent product codes.
- Segmented the customer base by value and retention risk, and modeled demand for the products that drive the majority of revenue.
Solution Delivered
- A weekly reorder forecast for top products, replacing memory-based purchasing with a defensible quantity for each SKU.
- A live dashboard showing margin by product, sales velocity, and customer cohort behavior, reviewed by the leadership team each week.
- A short marketing playbook directing spend toward high-value and at-risk customer segments rather than the full list.
Business Impact
Purchasing shifted from reactive to planned, cutting waste on slow products and freeing cash previously tied up in inventory.
Marketing spend concentrated on the segments that return, lifting repeat purchase rates and average order value.
Leadership stopped debating whose numbers were right and started deciding what to do about them.
For the first time, we could see exactly which products were earning their place on the shelf and which customers were driving the business. It changed how we buy, market, and plan every week.
Turning Program Data Into Funder Confidence
Problem
Renewal conversations with funders depended on an annual report that took weeks of manual consolidation across separate spreadsheets, survey tools, and financial systems.
Leadership could not state what an outcome cost, or which sites and cohorts performed best, which made every budget and expansion decision a matter of opinion.
Approach
- Started from the questions funders and the board were actually asking, then worked backward to the evidence required to answer them.
- Integrated attendance, participant assessments, and financial allocations into a single program data model.
- Built a defensible impact logic model tying activities to outcomes, and analyzed cost per outcome by site and cohort.
Solution Delivered
- A Tableau dashboard reporting outcomes, cost per outcome, and cohort trends by site, refreshed monthly by the program team.
- A funder-ready reporting pack generated from the same source, replacing the annual consolidation exercise.
- Training so staff own the process internally rather than depending on outside help each reporting cycle.
Business Impact
Funder presentations now rest on current, verifiable evidence of impact, supporting renewals and new applications.
Leadership reallocated budget toward the interventions with the strongest measured outcomes and away from those that were not performing.
Weeks of staff time each year returned to program delivery instead of report assembly.
We went from dreading the annual report to using live data in every funder conversation. Our team finally has a shared picture of what is working and where to invest next.
Facing a decision like these?
Schedule a free 30-minute consultation. We will discuss the problem in front of you, give you our honest read on whether analysis would help, and if it is a fit, send a proposal with fixed scope, timeline, and price.