You didn't buy a BI tool to get more reports.
You bought it to make decisions.
I stand up or modernize your data and business intelligence function. I build capability your team can own.
Discover
Map where the data function actually is, not where the org chart says it is.
Design
Architect the platform, governance and roadmap the team can run, not just admire.
Build
Stand up the capability: platforms, semantic layers, dashboards and standards.
Transfer
Stay in the seat until the team can run it without me. Then hand it back.
Five ways to work together.
I own BI strategy, standards and delivery direction as the function grows, working alongside your leadership rather than reporting in from the outside. This suits organisations that need senior data judgement regularly, but not a full-time hire.
- Embedded with leadership
- Recurring cadence
- Operator, not observer
A migration, a governed dashboard layer, a semantic model, or a performance fix. We agree the outcome and the deadline up front, and the engagement ends when the thing is delivered and working.
- Single defined scope
- Fixed timeline
- Clear deliverable
Hiring guidance for your first or next BI hires, one to one mentoring for analysts and leads, and the governance and standards that let a team hold quality without me in the room. This is the work that makes the handover real.
- Team building and hiring guidance
- One to one mentoring
- Standards and enablement
Guest lectures at colleges, corporate workshops, and analytics enablement sessions. I teach from engagements I have actually run, including what did not work, rather than from a generic curriculum.
- College guest lectures
- Corporate workshops
- GenAI and analytics enablement
Some engagements need more than data. Through WatSubRam, the consultancy I am building with Ramalingam Subramanian and Suresh Victor, I work as part of a team covering product, growth and technology alongside the data and intelligence layer.
- Operator partnerships
- Joint engagements
- Build, operate, transfer
Clear boundaries make better work.
Governed data people can rely on
Standards, ownership and a semantic layer, so the number on the dashboard is the number in the decision.
Build and transfer
Success is measured by your team running the function without me, not by how long I stay.
Advisory and delivery, clearly separated
I design, specify and govern. Your technology team executes, and your data owners sign off on accuracy.
Time-boxed with renewal gates
Phases have defined outcomes and explicit decision points, so you are never locked into an open-ended engagement.
Financial services, fintech, and post-Series A startups scaling their data function. I am most useful where the data matters, the regulation is real, and someone needs to build the capability properly the first time.