Client case Studies
Insight, Reporting & Performance Strategy | Large Public Education Institute
Defined a Board aligned Blueprint and Roadmap to become a data led Institute
Context:
The CEO of a large Australian public education organisation which had the CEO vision of becoming a data and student led institution.
The Head of Strategy and a new leader of an existing data and reporting team sought guidance on the strategy, blueprint and roadmap to deliver the CEO vision.
Approach:
To design of a Reporting and Insights Blueprint we partnered with executives and operational leaders to discover and address the challenges relating to siloed reporting, inconsistent KPIs, compromised data platforms and limited insight activation that led to sub-optimal decision-making and student outcomes.
Outcome:
Delivered a clear future-state blueprint and phased roadmap aligning executive, operational and strategic reporting, embedding insight as a core organisational capability, and shifting reporting from compliance to insight-led executive decision support.
Data and Reporting Strategy Implementation | Large Public Education Institute
Enabled enhanced Executive decision-making through a fully rebuilt, trusted data and reporting platform
Context:
The Board had endorsed the vision to transform its data and reporting capabilities but required support to translate this into delivery.
Approach:
We partnered with leadership to mobilise the roadmap, aligning business, data, and technology teams while uplifting internal capability.
This included establishing a clear data strategy, governance and data quality framework, alongside a redesigned operating model to improve collaboration and delivery speed.
In parallel, we rebuilt the central data platform and reporting layer, aligning it to Executive and Board priorities and embedding data quality monitoring.
Outcome:
The program delivered redesigned dashboards, improved KPI alignment, and new insights into enrolment performance and student retention drivers.
As a result, the institute achieved faster reporting cycles (reducing development from months to days), improved trust in data, stronger governance foundations, and more actionable insights to support decision-making and student outcomes.
CX Transformation Customer Data Strategy | Major Australian Energy Provider
Establishing the Customer Data priorities to enable successful CX Transformation
Context:
A major Australian energy provider was undertaking a multi-year CX transformation yet was unsure of the current state of its customer data and its suitability to enable the success from significant investment in CRM, website and operational customer systems.
The need was for an outcome led data strategy that identified the aspiration, strategic initiatives and prioritised roadmap of activity.
Approach:
Acting as a trusted strategic advisor, worked with senior business, CX, data, and technology leaders to identify and align on fragmented customer data, inconsistent definitions, and governance gaps that were compromising CX outcomes and increasing regulatory risk.
Outcome:
Delivered a clear Customer Data Strategy Blueprint with prioritised data and AI use cases, customer and premise identity foundations, and governance initiatives aligned to CX and operational priorities.
The strategy shifted the organisation from reactive data fixes to a proactive, enterprise-wide approach to customer data as a long-term strategic asset.
Customer Insights Data Strategy |
Major Australian Energy Provider
Transforming a Customer Insight team into Strategic Insight capability
Context:
The recently established research and operational reporting led Insights team, needed guidance on the transformation required to deliver the Insight excellence outcomes expected by the Exec.
Approach:
A comprehensive maturity assessment across data, reporting, decision support and team capabilities highlighted and secured stakeholder alignment the key gaps and priority opportunities for the team and broader business.
A collaboratively developed 'to be' aspiration and horizon-based roadmap detailed how the team's outcomes underpin the achievement of corporate priorities.
Outcome:
Delivery of analytics that illustrated the potential of customer data, combined with a customer journey-based insight framework, templates and process playbooks provided the team with the guidance material to uplift their outcomes.
The resulting strategic plan was positively received by Execs and is accelerating the desired transformation of the team.
Delivering Personalisation at
Scale.
From experimentation to embedding AI personalisation as a strategic priority.
Problem to solve
Despite a large contactable customer base, marketing comms were untargeted and low priority relative to 'broadcast' communications.
Skepticism of Personalisation was reinforced by a fear that it would add complexity, with prior initiatives stalling at the pilot stage.
Approach and outcomes
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A brand aligned articulation of personalisation translated a 'concept' into focused customer experience improvements
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A co-developed roadmap of use cases created tangible solution descriptions of what and how personalisation would be delivered
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An assessment of the capabilities identified the process and technical capabilities required to scale personalisation delivery.
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Quick win solutions proved the value and built confidence.
Client testimonial
"As one of our 5 strategic priorities...we know that personalising the customer experience will result in more engaged customers, higher sales and lower customer retention costs".
Divisional MD, Investor Briefing Day
Embedding customer analytics into product management.
Realising the strategic potential of data by applying advanced analytics to decision processes.
Problem to solve
Advanced analytics in targeting marketing was used to deliver material sales growth, yet the use of analytical insights for product management was ad hoc and tactical.
Approach and outcomes
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The first step was to layout how data-led customer insights would align to the levers and key decisions of product managers.
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Analytical solutions were developed to show how prior decisions could have been improved through their use, so building both awareness and confidence.
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The analytics and visualisation solutions were refined based on product manager expertise and ways of working, balancing the user reality and analytical sophistication and excellence.
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The solution was 'hardened' to become an enterprise-grade analytics tool aligned to key decision processes, resulting in wide-spread operational adoption, delivering significant value and improving supplier collaboration.
Client testimonial
“Advanced analytics is key to improving the experiences, ranges and services we provide to our customers and the support we provide to our teams and suppliers. The way we gather data, interpret it, and protect it, is becoming ever more important”.
Group MD press release
Enriching industrial operational expertise through analytics.
Building operator trust in new AI decision-support tools that materially increased chemicals production.
Problem to solve
Historically, improving chemicals processing output was through operator expertise and increasing levels of scarce capital investment, risking ROI. Previous data initiatives had stalled as operators did not believe how 'analytics' could improve on their learned experience.
Approach and outcomes
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By understanding their approach and framing analytics in their world, showed how analytics could replicate their expertise.
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A co-developed analytics decision-support tool demonstrated where and how it enhanced their judgement and become part of their processes.
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The implemented solution delivered a material increase of output and then rolled-out across related production facilities.
Client testimonial
"Record overall production (of nitric acid) achieved through continuous improvement and investment in data analytics".
GM Chemicals Production, Investor Strategy Briefing Day.
Realising the strategic potential of group data assets.
Overcoming divisional reluctance to deliver a shared customer data as a strategic asset and capability.
Problem to solve
The group's divisions used their customer data to improve sales, yet the significant potential from a group wide view of customers was blocked by data governance and competitiveness concerns.
Approach and outcomes
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Engaged the Divisional MDs in the vision of value to their divisions of the shared asset, securing agreement to a 'charter' for the sourcing, hosting and use of a shared data asset
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Deployed a Snowflake data platform solution with granular governed and efficient data sharing, to build trust and ease of data sharing (a solution that divisions subsequent adopted for themselves).
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Built a conformed data model with 1.7bn customer touch points and 13m known customers, with advanced analytics based customer attributes that enabled divisional use for marketing and category innovation.
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The platform was evolved to enable a group-wide subscription scheme, manage group employee benefits and deliver group internal auditing.
Client testimonial
"A market leading data and digital ecosystem is now one of our top 3 strategic priorities".
Group CEO, Investor Briefing day