<p>Watch some of the key highlights from our recent webinar as Mitra Abrahams (Head of Customer Success) and Ollie Hughes (CEO and Cofounder) walk you through how to build a clarity-defining metric tree for your organization step-by-step.</p>
Organizations are looking over eleven dashboards to get to value. This is the problem. How can you possibly understand what's going on in your business? What really matters if you have to look at this many reports to get an answer? Looking at the trend, looking at the, the change percentage as well, we have an idea further down of what's doing well and what's not doing well. Even the clarity of, like, what's driving performance at this level of detail is surprisingly powerful. You don't just end up with a metric tree. You You just end up in a better place as an organization. It's an amazing cleansing experience, if that makes sense, as you're kind of remodeling and rethinking through the business and checking it as you're building. This is the number we care about, and this is how these are the influences that and we can break these down, and then we only have to start caring about the ones at the bottom. Like, that's a really powerful story to someone who's trying to make decisions. You will naturally get to some metrics that you will think we we can influence these. Like, we already influence these. So we're we're sitting at a level that we understand, like, if this is the needle we need to move, we're comfortable knowing how to do that. The account, we talk about metric maps because we think what we're really talking about here is contextualization showing the relationships between metrics. That doesn't have to always be a tree. A top down thing obviously works very well for revenue, but there are many processes and things that you can do apply this to within an organization. Times actually, we don't suggest a metric tree is the first thing to build. Maybe there is a a process flow map of the business or a sales funnel. And I think it's fairly hard to argue that this isn't a more useful view than one where we're just pushing all these into modular, like, silos. You know that finance teams particularly love metric trees for letting the growth model be clear, But it's also powerful for showing the customer life cycle where you've got about fifty or sixty metrics all contextualized in relation to each other, the ecosystem of customer retention, onboarding funnel so you can see the stages of user journey. So you found an issue. I think I saw Ollie darting around in this canvas. Yes. And I'm now bringing in other metrics and exploring the data myself. All the metrics we're looking at are all running off the same rules, all have the same definitions. So our exploration and our metric tree are all working together. And as a metric tree buy in, just build one and then go, isn't this better? Absolutely. And from a selfish point of view, it gives you so much more confidence when you do push that out there that this isn't just you. It's not your decisions, and and everything is gonna rest on your shoulders when it goes wrong. Like, this is a this is a collective decision, and you can logically show why you've come to this point, and you can retrace your steps as well.