Question 1

What analytics challenges do newly acquired companies face?

Accepted Answer

Newly acquired companies typically face three core analytics challenges: inherited systems that tracked what the previous owner needed rather than what new leadership requires, misaligned definitions where different departments measure the same metrics differently, and the 'existence vs utility' gap where systems passed diligence but can't actually support decision-making. These issues typically surface 6-18 months post-close when the deal team is gone and operators need to run the business.

Question 2

How do you help PE portfolio companies with analytics?

Accepted Answer

We position data and analytics as a value creation lever for PE-backed companies. Our approach starts with helping leadership teams figure out what good looks like - aligning on definitions, metrics, and what decisions the data needs to support. We then build the analytics infrastructure (dashboards, reporting, predictive models) that enables those decisions. Services range from $30K strategy engagements to $150K full implementations, plus ongoing fractional analytics support.

Question 3

What is the 'messy middle' in post-acquisition analytics?

Accepted Answer

The messy middle refers to months 6-18 post-acquisition when deal assumptions meet operational reality. This is when leadership discovers that inherited systems tracked total revenue and margin, but not the unit economics, channel performance, or cohort behavior their new strategy requires. It's the period where 'everything looked fine in diligence' turns into 'we can't answer basic questions about our business.'

Question 4

Why do companies have data but still can't make decisions?

Accepted Answer

Having data and being able to use it are two different things. Most companies have reporting that exists but isn't trusted, dashboards that show flawed or outdated information, and leaders who don't actually use data to make decisions. The root cause is usually the definition problem - different teams measuring the same thing differently. Until leadership aligns on what's being measured, why it matters, and how it's used, analytics only amplifies disagreement.

Question 5

What does analytics diligence miss?

Accepted Answer

Diligence validates that systems exist and confirms what the numbers are. It rarely validates whether leadership can actually run the business with those systems or how operations produce those numbers. A data warehouse that technically functions but has messy table structures, mismatched data types, and business logic that doesn't reflect actual operations will pass diligence but fail when the new team tries to pull performance reports.

Question 6

How long does an analytics implementation take?

Accepted Answer

Timeline depends on scope: Analytics strategy and roadmap takes 8-12 weeks and costs $30K-50K. BI platform development takes 3-6 months and costs $40K-100K. Analytics Intelligence engagements range from $75K-150K. We also offer ongoing Analytics as a Service (fractional analytics) at $5K-15K per month for companies that need continuous optimization without full-time hires.

Question 7

What industries do you work with?

Accepted Answer

We work across industries because leadership transition is the common thread, not sector. Our experience spans sports, media, insurance, automotive, financial services, and SaaS. The pattern is consistent: new leadership inherits systems they didn't design and needs to figure out what good looks like for their operation. Industry knowledge matters less than understanding how to build analytics that support decisions during transition periods.

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