005_ Decisions Over Dashboards_ How Deezer Turns Analysts into Problem Solvers w_ Thibaud Arbes Dupuy.mp4_002

You know, the way you're presenting feedback to somebody, if you yourself haven't understood what the focus is on, you'll be presenting all sorts of stuff and you'll waste time working on various things. And you can't always expect the stakeholders to come to the, to your team, the data team, let's say, to give you the focus. I think you, you definitely need to help. So I mean, that happens all the time and there's natural, there'll be natural conflicts. Like, I mean, a marketing team will say, I wanna, you know, they'll often are wanting a lot of reach, for example. And that's not necessarily gonna be the best ROI or or whatever it might be. I mean, those things can happen So regularly. So that makes sense. So then, like, a part of the function of your team is to is to keep focus that focus. Yeah. You bring that focus. Yeah. Make sure one of the problems are gonna drive the most revenue, the most impact that you as a data team, you have the responsibility to make sure that that that you know what those things are. You're not just being told by people who never got brand. That that's at a junior level when you're dealing directly with your stakeholders. At my level, it's also, you know, should we be investing more in acquisition or in, you know, getting more PMs to work on churn reduction, whatever it might be. It's those trade offs and or, you know, should we build a new feature, or should we focus on quality of service or, you know, whatever it might. I mean, there's heaps of different things it could be, but, but but once you decide, you keep people focused on that, and and you also say, hey. This is how we're gonna measure it. And and then let's priorities. Let's talk about problem solving because the things which I think is really interesting is that you I think one of the ways you've worked is that the way your team works, that you are seen as, like, the organ the place to go to get a problem solved, that you're there to think through problems. Like, how has that materialized? What is it that makes makes your team so good at that compared to other parts of the organization? Yeah. I mean, I think it depends on the problem at hand. But if it's a problem that I I that people think can be solved quantitatively, then, yes, it will come to us. And sometimes we have to come in and and say, look. We we see that, you know, there's some inefficiency here. Let let us help and get to the bottom of it. Yeah. I think that you we've gotten the tr I mean, for, I mean, maybe not everybody trusts us, but for those who do, the majority of the company I'd say, it's probably just from helping them in the past. So I think you probably have to start by kinda muscling in, doing a good job. Yeah. And then and then they'll come back.