The problem
Getting a number meant filing a request and waiting for someone in the data team to run it. That cost twice: the person who needed the number lost a day, and the analyst lost an afternoon to work that was essentially lookup.
Worse, it made numbers scarce. When a metric is expensive to obtain, people stop asking, and decisions quietly get made on memory instead.
What I built
OneAnalytics centralizes business metrics and the analytical views built on top of them, so stakeholders can go look for themselves. It spans directorates rather than serving one team: Board of Directors, Finance, Sales, and others all work from the same definitions.
The engineering was the easy half. The interesting half was organizational: finding out which metrics different directorates actually argue about, deciding whose definition wins when two departments compute “sales” differently, and making the agreed numbers the ones that are easiest to find.
Where it landed
The platform is now used daily by 50+ users at manager level and above, for both routine monitoring and reporting.
The outcome I did not expect: once the numbers became cheap to get, meetings changed. Arguments that used to be about whose figure was right became arguments about what to do, which is the argument worth having.