How metric trees drive business improvement

You can is there any examples where you can paint that kind of full improvement cycle where you had a metric tree, you saw a metric change, and it led to a business outcome all the way through? And that could be a big thing, a small thing, just to help you understand that kind of vision of that. It is a it is a it is a it is a process, not just an output. Yeah. Actually, sorry. Matt, can you share the share the screen? I mean, this is anonymized idea, but, there is an example that's very similar that we can speak to. So here, for example, again, in theory, what we'll say is, like, hey. Revenue's down eighty three percent. Obviously, that's a massive problem. So if we zoom out, this is how we would approach this problem. We'd say, okay. Is it coming from MTUs, or is it coming from ARPU? In this case, it's, both. Can you zoom in? Sorry. In this case, ARPU is twenty seven percent. MTUs is forty two percent. Okay. So there's obviously two big problems. And in this case, we would split the team. I would say, hey, guys. Whoever is on the MTU side, please take a look. And we break that down as well. We look at returning. Returning's fine. Returning are actually really, really good. So the problem is mainly on new MTUs. And when we look at this, again, we just continue to go go down in each branch, and we say, okay. Where is the main problem coming from? And it is coming from In this sense sense because the data is random. It's not gonna Oh, yeah. That's right. It's not gonna be. So but in theory, you kind of I think you get the the gist of what we're trying to get at. Right? And this is this is happening pretty much on a weekly basis, sometimes on a daily basis depending on what we're looking for and what we're trying to get at. So it depends on, you know, if we're paying particular attention to specific partners, specific regions. And it really, again, rallies everyone to say, hey. Instead of us you know, previously, when we didn't have the tree and there was something that went wrong with revenue, we we would know because that would go down very obviously. But when we went to investigate, we'd be like, where do you even begin? How do you tackle your entire warehouse to figure out where this where this problem starts? In this case, we can say, you know what? We can ignore returning MTUs. We can't. Yep. We can ignore, transaction success rate. Let's just say, we need to focus, however, on traffic or, ARPU or net margin or COGS, etcetera. And so, and, again, that's another way for us to bring it to the the the exec leadership or decision makers too. Right? So if I go to the exec leadership and I say, hey. Revenue's down. That's it. Right? I mean, that that is not a great answer. And then they lose trust in me. They lose trust in my team. It is it's extremely problematic. This way, I can say, hey, guys. I know we've identified that there's a problem with the MTUs. Revenue went down because of MTUs. We found out that it was because of this particular partner. We didn't have as much traffic. We're working on it. There's a campaign going out. We're doing x y zed. And, again, you can just say the problems we fixed and such, or if there's a bigger problem that requires, you know, higher levels, decision makers to get involved, then it's a very clear sort of, like, what do you want us to do, a or b, As opposed to presenting them with a whole bevy of of issues that they're just sort of like, I'm exasperated. I mean, we're also exasperated even investigating. So, yeah, that's essentially kind of how we use the tree today.