The Power of Metric Trees - Faster Problem Solving with Metric Trees

To take that example of, you know, a a month that's not gone so well or, like, a period of time where, like, sales is disappointed. Like, if you set up the tree in a in a mathematical way. Right? So, like, I talked about the idea of, you know, a metric being broken down mathematically into two things, and then you keep on a mathematical kind of breakdown of these these metrics one by one. You get to a place where you can size that opportunity, like, in terms that the business understands. Right? So, like, if everything ultimately ladders back up to sales and it does so mathematically, you can start talking about, well, this gap in sales per customer is worth this many pounds in total sales or, like, this gap in acquisition cost or this gap in retention or whatever. And once you start being able to put it in those sales terms, then suddenly you're talking like a language that is common. People are gonna understand it. People are gonna exactly gonna understand, things when you start talking about sales. And I think by doing that mathematical breakdown, it it gives you that ability to take metrics and gaps in performance that are maybe a few levels abstracted from that, but then to put it into terms that everyone in the business can kind of understand.