81 lines
No EOL
12 KiB
Markdown
81 lines
No EOL
12 KiB
Markdown
# Q4 Data Scopes proposal
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With Q3’24 coming to an end, it’s time to plan our priorities and goals for Q4.
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This document outlines our proposal for next quarter. It’s a working document to support our TMT alignment on 2024-09-12.
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**2024-09-12 Update:** the proposal was discussed with the TMT, and the document below is the plan for next quarter.
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## Executive Summary
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During Q4 we want to:
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- Expand our KPIs and data-driven decision making to new areas of business: New Dashboard, Cancellation API, CIH API, Screening API, Resolutions
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- Keep supporting Finance to keep processes accurate and efficient in areas like the invoicing of new areas, the adoption of new finance tools.
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- Kickstart our capabilities around data-driven product design through a first A/B testing project in our Guest Journey.
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- Keep Data team well oiled and productive by adding an additional data engineer to the team, maintaining and expanding our Data Platform, and onboarding colleagues from other teams into our DWH as Domain Analysts.
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## Main body
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You can find below all the scopes we want to set for ourselves as goals for the next quarter. Our ambition is to complete all of them, but we have still bucketed them in three priority levels, with 1 being the highest and 3 being the lowest.
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| Area | Item | Priority | Definition of Done | Value obtained | Comments |
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| --- | --- | --- | --- | --- | --- |
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| **Data Capabilities** | **Hire a Data Engineer** | 1 | Hire and successfully onboard a mid-senior Data Engineer. | - Remove Pablo as a single point of failure.
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- Prevent freeze on early 2025.
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- Ensure sufficient capacity to keep delivering long-term. | The Go on this hire is subject to Humphrey’s approval, currently on hold. |
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| **Data Capabilities** | **Software upgrades:
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- dbt
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- airbyte** | 1 | Upgrade our versions for `dbt` and `airbyte` . | Keeping the lights on in our data infrastructure, AKA, reports work each morning. | Boring but necessary. |
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| **General support** | **Data Captain Requests** | 1 | Business as usual: serve adhoc requests from the wide business to support everything and everyone with Data. | Our people get the insights they need for their work. | Ongoing survey to gather feedback on the current process |
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| **Finance** | **Support during accounting/invoicing tooling changes (Maxio/Hyperline/Xero, etc).** | 1 | Data team provides guidance on vendor selection.
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Data team maintains and grows invoicing pipelines around any new tooling as required. | We can invoice properly + have visibility and reporting on your invoices (what, how much, when, to who). | Ambiguous since we are still selecting a vendor. Lots will depend on vendor selection and implementation. |
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| **Finance** | **Cancellation API Invoicing Support** | 1 | Automate the extraction of raw data and computing of Line items, deliver to Finance team for invoice generation. | We invoice timely and accurately with no manual work. | Best delivery method will depend on Maxio/Hyperline/Xero line of work. |
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| **Finance** | **CIH API Invoicing Support** | 1 | Automate the extraction of raw data and computing of Line items, deliver to Finance team for invoice generation. | We invoice timely and accurately with no manual work. | Best delivery method will depend on Maxio/Hyperline/Xero line of work. |
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| **Finance** | **Screening API Invoicing Support** | 1 | Automate the extraction of raw data and computing of Line items, deliver to Finance team for invoice generation. | We invoice timely and accurately with no manual work. | Best delivery method will depend on Maxio/Hyperline/Xero line of work. |
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| **Finance** | **New Dash Invoicing Support** | 1 | Automate the extraction of raw data and computing of Line items, deliver to Finance team for invoice generation. | We invoice timely and accurately with no manual work. | Best delivery method will depend on Maxio/Hyperline/Xero line of work. |
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| **Finance** | **Guesty Invoicing Support** | 1 | Automate the extraction of raw data and computing of Line items, deliver to Finance team for invoice generation. | We invoice timely and accurately with no manual work. | This item depends completely on the invoicing agreements with Guesty becoming stable, which didn’t happen in Q3.
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Best delivery method will depend on Maxio/Hyperline/Xero line of work. |
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| **Data Driven Account Management** | **Develop churn tracking and prevention reports** | 1 | Develop reporting capabilities to help Account Managers spot and address deals that are in high risk of churning. | - Reduce churn.
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- Make Account Management team more independent and efficient. | |
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| **Product** | **Run first A/B tests to drive Guest Journey experience decisions** | 1 | Deliver at least one complete experiment to drive improvements in the Guest Journey business performance (conversion, revenue, guest satisfaction, etc). | - Direct value on Guest Journey line of business.
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- First step to mature a wider A/B testing capability within Superhog, which can deliver value regularly in New Dash and Guest Journey. | |
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| **Data Capabilities** | **Orchestration engine deployment** | 2 | Select and deploy an orchestration engine in our data infrastructure. | - Enables moving data faster/from more places/with less errors/better monitoring.
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- Reduces human effort on data pipelines management, which means we will be able to have more of them given our limited resources. | It’s a highly technical topic, yet it’s important. Not having it risks our delivery freezing in early 2025. |
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| **General support** | **Support New Pricing** | 2 | Continue providing support in the new pricing design and implementation | Pricing decisions and actions are supported by Data. | Rather open-ended, but we expect to have a part to play on this and want to allocate capacity. |
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| **General support** | **Support New Dashboard transition** | 2 | Continue providing support in the transition of users from old to new dash, as well as in sunsetting old dash areas like old invoicing. | Help preventing revenue and client threating mistakes and errors during the transition. | Rather open-ended, but we expect to have a part to play on this and want to allocate capacity. |
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| **Product** | **Provide support for data-driven features in apps** | 2 | Support PMs and engineering squads in delivering data-intensive features within customer facing products. | Features should improve business performance by improving retention, upselling, sales, etc. | We envision this item being led by PMs, with Data team supporting. |
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| **Product** | **New Dash KPIs and Reporting** | 2 | Thoughtfully define and implement KPIs for the New Dash line of business. | - Allow owners and the wider business to have a common view on how to measure success in the area, and automate the measurement.
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- Provide owners with data and insights to drive improvements and initiatives in their domain. | Pace and delivery are highly dependent on the rollout plans of the services themselves. |
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| **Product** | **Cancellation API KPIs and Reporting** | 2 | Thoughtfully define and implement KPIs for the Cancellation API line of business. | - Allow owners and the wider business to have a common view on how to measure success in the area, and automate the measurement.
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- Provide owners with data and insights to drive improvements and initiatives in their domain. | Pace and delivery are highly dependent on the rollout plans of the services themselves. |
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| **Product** | **CIH API KPIs and Reporting** | 2 | Thoughtfully define and implement KPIs for the CIH API line of business. | - Allow owners and the wider business to have a common view on how to measure success in the area, and automate the measurement.
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- Provide owners with data and insights to drive improvements and initiatives in their domain. | Pace and delivery are highly dependent on the rollout plans of the services themselves. |
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| **Product** | **Guest Journey and Services KPIs and Reporting** | 2 | Thoughtfully define and implement KPIs for the Guest Journey line of business. | - Allow owners and the wider business to have a common view on how to measure success in the area, and automate the measurement.
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- Provide owners with data and insights to drive improvements and initiatives in their domain. | |
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| **Product** | **Resolutions KPIs and Reporting** | 2 | Thoughtfully define and implement KPIs for the Resolutions line of business. | - Allow owners and the wider business to have a common view on how to measure success in the area, and automate the measurement.
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- Provide owners with data and insights to drive improvements and initiatives in their domain. | Pace and delivery are highly dependent on the rollout plans of the services themselves. |
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| **Product** | **athena/e-deposit reporting V2** | 3 | Review existing reporting in Athena/e-deposit and perform upgrades | - Improve visibility for owners in the area and overcome existing shortcomings. | |
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| **Data Capabilities** | **Start Domain Analysts (Alex A. and Jamie D.) programme** | 3 | Provide Alex. A and Jamie D. with skills and access to DWH to leverage it and improve as domain go-to people | - Decentralize the Data function to gain speed and knowledge and reduce bottlenecks and red tape
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- Nurture the great talent we have in-house | Matt and Suzannah buy-in. |
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| **Data Capabilities** | **Power BI in-house training** | 3 | Deliver regular PBI usage training to report consumers. | - Improve data-driven attitudes and usage of our tools
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- Spread knowledge about available Data products within Superhog | |
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| **Data Capabilities** | **Perform assessment of visualization tools (alternatives to PBI)** | 3 | Research and assess available visualization tools in the market, compare them to PBI, judge and decide whether it makes sense to switch | We think alternative tools in the market could:
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- Improve efficiency and speed in delivering reports and dashboards
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- Scale better with the size of the business, opening up report building to more profiles in our company
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- Provide features lacking in PBI | This has been in our radar since Data team’s day one, but was parked due to priorities. We feel now is a good time to give it a shot. |
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## Backups
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Our goals for Q4 are ambitious and it won’t be easy to deliver everything, specially given the large batch of new services being launched.
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But, if somehow we manage to chew through all of it, these are the topics that we would propose chasing next.
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| Area | Item | Definition of Done | Value obtained | Comments |
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| --- | --- | --- | --- | --- |
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| Data Capabilities | Open up `dbt test` -ing to data source owners | Enable other engineering squads to rely on our Data Testing capabilities in the DWH to monitor metrics and set up automated alerts on Data Quality and out-of-the usual values for operational metrics. | Squads can leverage the Data Platform to monitor incidents automatically, reducing our time to respond to technical and business incidents. | |
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| Data Capabilities | Mixpanel integration into DWH | Integrate Mixpanel so that all the events that we register through it are accessible in our DWH. | Ability to produce reports that mix info from Mixpanel and other sources, like our own application. Would enable insights around Guest Journey and New Dashboard usage. | |
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| Data Capabilities | Automated services monitoring | Integrate all the services in the Data Platform with a monitoring tool like Uptime Kuma. | Respond faster to incidents in our platform and automate the delivery of warnings. Track the uptime of our services to measure how well we are doing. | |
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| Data Capabilities | Excel training | Deliver, either internally or outsourcing, Excel training for the wider business. | Improve the skills of our people to perform their own analysis independently, or better leverage data shared by the Data team. | |
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| RevOps | Automated reporting on soon-to-churn/large downsizes of customers to drive preventive action | Deliver reporting to automatically track significant churning trends in our customer base and weighting them by value at risk. | Speed in responding and preventing full-blown churns. Efficient use of our AM resources by prioritising the most valuable accounts. | |
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| RevOps | Run LTV by customer segments to drive acquisition/churn prevention efforts | Automate the measurement of Lifetime Value (LTV) to drive prioritization of CRM actions towards customers: marketing expenses, churn-prevention efforts, upselling campaings, etc. | Improve the efficiency of our AM and Marketing resources by targeting the most profitable/costly parts of our customer base. | | |