We say when it isn't worth it
Some problems presented as data projects are solved by changing a process. We say so, even when it costs us the engagement.
Approach
A consulting engagement that changes nothing about how you work has failed, however good the report. Here is how we try to avoid that.
How an engagement runs
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Framing
We start by writing down what decision the engagement must produce, and by when. If we cannot write it clearly, that is a signal the request needs reworking before we start.
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Observation
We look at the real system: schemas, volumes, jobs, the cloud bill, and above all actual usage. Interviews describe intent; the data describes practice. The gap between the two is often the real subject.
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Recommendation
We put forward costed options, with their risks and what each one commits you to. We make a recommendation, but the decision is yours and we document the alternatives we set aside.
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Handover
Every engagement ends with an explicit handover: documentation, a working session with your teams, and an honest list of what remains fragile.
Three commitments
No manufactured dependency
We build nothing your teams cannot maintain. The technologies we pick are the ones you can live with, not the ones that suit us.
Strict confidentiality
Your data stays with you whenever that is technically possible. When it is not, access is governed in writing and deleted at the end of the engagement.