The Silent Skill Killing Your Analytics Projects

We've all been in that meeting. The one where the business leader describes their data challenges, and before they've even finished, the BI consultant is already mentally designing dashboards. Or worse, the stakeholder nods along during requirements gathering while secretly planning to ignore the recommendations and request something completely different next week.

The problem isn't the technology. It's not the data quality, the lack of a single source of truth, or even executive buy-in. The problem is simpler and more fundamental: nobody is actually listening.

The $50,000 Dashboard Nobody Wanted

Let me tell you about the time I built the Mona Lisa of sales dashboards. Beautiful visualizations. Perfectly normalized data. Drill-throughs that would make a data engineer weep with joy. The executive sponsor said all the right things during our requirements meetings. I was convinced this would be my portfolio piece.

Three months after launch, I checked the usage logs.

Total unique users: 2. (One was me. The other was my project manager making sure it still worked.)

What went wrong? I'd spent our entire kickoff meeting mentally architecting the solution while the VP talked. I heard "sales dashboard" and went into autopilot, nodding enthusiastically while internally debating star schemas versus snowflake schemas.

Turns out, she didn't need another dashboard. She needed her sales managers to stop lying about their pipeline. But I was too busy waiting for my turn to showcase my technical brilliance to catch that.

The Cost of Not Listening

In business intelligence consulting, poor listening manifests in predictable ways:

• Dashboards nobody uses because they answer questions no one asked (see above)

• Projects that drag on for months with endless revision cycles ("No, not that metric, the OTHER revenue metric")

• Stakeholders who feel unheard despite hours of meetings ("I swear I mentioned that in week one")

• Analytics teams frustrated by constantly changing requirements ("They're not changing requirements, we never understood them in the first place")

• ROI that never materializes because the solution misses the mark

The irony? We're in the business of listening to data, yet we've forgotten how to listen to people.

Why BI Professionals Struggle to Listen

Analytics professionals face unique listening challenges. We're trained to:

• Jump to solutions – Our entire value proposition is solving problems, so we race to demonstrate competence before they finish their second sentence

• Translate everything into technical terms – We hear "sales are down" and immediately think dimensional models, YoY comparisons, and whether we should use Tableau or Power BI (definitely Tableau, we think smugly)

• Prioritize efficiency over understanding – Time is billable, so we rush through discovery to get to the "real work" (you know, the part where we get to play with data)

• Assume we know better – We've seen this problem before (or so we think), so we half-listen while planning our approach and mentally drafting the project timeline

The result? We collect requirements instead of understanding needs. We hear words instead of meaning. We wait for our turn to talk instead of truly absorbing what's being said.

It's like going to the doctor who Googles your symptoms while you're still describing them. "Say no more—you need antibiotics!" "But I haven't even told you—" "Antibiotics it is!"

What Real Listening Looks Like in Analytics

Effective listening in BI consulting isn't passive—it's an active practice that transforms projects:

1. Listen for What's Unsaid

The VP says they need "better sales reporting." But as you listen—really listen—you notice the tension in their voice when discussing the sales team. You pick up on the phrase "we just don't know what's working anymore." The real need isn't another report; it's visibility into why top performers are succeeding while others struggle.

Or as one CFO memorably put it to me: "I don't need prettier charts. I need to know which of my regional managers is full of it." (Spoiler: it was the one with the suspiciously round numbers.)

2. Create Space for Silence

After asking a stakeholder what success looks like, resist the urge to fill the silence. The best insights emerge when people have room to think. That pause might reveal that what they really want isn't a predictive model—it's confidence in their decision-making.

Yes, the silence is uncomfortable. Yes, you'll want to jump in with "So what I'm thinking is..." Don't. Sit there. Count to ten. Embrace the awkward.

I once had a stakeholder sit silent for a full 45 seconds (I counted) before saying, "Actually, I don't think we need this project at all. What we really need is..." That pause saved us both three months of wasted work.

3. Reflect Back What You Hear

"So what I'm hearing is that the current reporting takes your team three days to compile manually, which means you're always looking at last week's data when making decisions about this week. Is that right?"

This simple practice catches misunderstandings early and shows stakeholders they're being heard. Plus, it gives you a chance to confirm you weren't daydreaming about your lunch order during the important part.

4. Listen to Emotion, Not Just Content

When a stakeholder's energy shifts as they describe a particular pain point, pay attention. That emotional signal often points to the core issue—the one that matters enough to drive adoption and change behavior.

If someone's voice drops when they mention "the monthly reporting process," that's not just a process problem. That's a "this-is-ruining-my-life" problem. Those are the problems worth solving.

5. Suspend Your Expertise (Temporarily)

Yes, you've built hundreds of dashboards. But this is their first. Approach each discovery conversation with curiosity rather than certainty. The moment you decide you know what they need, you stop listening.

I know, I know. You're the expert. You went to that expensive Tableau conference. You have opinions about data governance. But here's the thing: they're the expert on their business, and you know nothing about it yet. Act accordingly.

The Listening Advantage

Organizations that prioritize listening in their analytics initiatives see tangible results:

• Faster project completion because you build the right thing the first time (revolutionary concept, I know)

• Higher adoption rates because the solution addresses real needs (imagine that!)

• Stronger stakeholder relationships built on trust and understanding (they might even answer your emails)

• Better data culture where people feel heard and valued

• More strategic insights that emerge from deeper understanding

Practical Steps to Listen Better

Start here:

In your next stakeholder meeting:

• Put away your laptop during the first 10 minutes (I promise your brilliant ideas won't evaporate)

• Ask "tell me more about that" at least three times (it feels repetitive; it's not)

• Notice when you start formulating your response while someone is still talking (and stop)

• End by summarizing what you heard and asking, "What did I miss?"

In your requirements documents:

• Include a section on stakeholder concerns and goals, not just technical specs

• Capture direct quotes that reveal underlying motivations ("If I have to manually update one more Excel spreadsheet, I'm faking my own death")

• Document what success means to them in their words, not yours

In your team culture:

• Model listening behavior in internal meetings

• Create space for junior team members to fully express ideas before senior folks respond

• Celebrate examples of listening leading to better outcomes ("Remember when Sarah actually asked what the CFO meant and saved us from building that insane real-time blockchain integration?")

The Data Will Wait

Here's the truth that analytics professionals hate to admit: the data will still be there in five minutes. The modeling can wait. The dashboard can be built tomorrow.

But the opportunity to truly understand what your stakeholder needs? That expires the moment they feel you're not listening.

The best BI consultants aren't the ones with the most technical certifications or the fanciest visualization skills. They're the ones who make stakeholders feel heard, understood, and confident that their challenges are being taken seriously.

In a field obsessed with extracting insights from data, perhaps it's time we got better at extracting insights from the people who use it.

After all, I learned this lesson the hard way, sitting in front of usage logs showing "2 unique users." Don't be like past me. Be like present me, who at least occasionally remembers to shut up and listen.

Curt Jones is the Founding Partner at Proklamate

Fractional BI can reduce analytics costs by 50–70% while improving decision speed, data trust, and executive alignment—making it one of the most efficient investments a company can make.

The need for Business Intelligence is obvious—but the path to fulfilling it is less so. Hiring a full-time BI analyst or manager often feels like the default solution, yet it comes with significant cost, complexity, and risk. Between salary, benefits, recruiting fees, onboarding time, and infrastructure, a single full-time BI hire can easily exceed $175,000 annually. And that’s assuming the hire is a perfect fit, fully utilized, and able to deliver strategic insight across departments from day one.

According to CodPal’s breakdown of fractional executive pricing, most fractional BI consultants charge between $100 and $175 per hour depending on scope and specialization. That means a 10-hour-per-week engagement typically costs $65,000–$90,000 per year—less than half the cost of a full-time hire. And because fractional consultants are often senior-level, they deliver faster, cleaner, and more strategic results. They’re not learning on the job—they’re applying proven frameworks, aligning KPIs, and provoking action from day one.

The financial savings are substantial, but the operational benefits are even more compelling. A PE-backed e-commerce company recently partnered with Fractional AI to automate a complex document processing workflow previously handled by a BPO firm. The result? An 84% reduction in costs and a system that operated “significantly faster and more accurately than the BPO,” according to the case study. While the use case involved AI automation, the principle applies directly to BI: targeted expertise and automation outperform bloated internal processes.

In my own experience leading BI strategy for an insurance carrier, we reduced dashboard delivery time by 40% and cut manual reconciliation hours in half by migrating to cloud-based reporting and aligning metrics across departments. When I later transitioned to fractional consulting, I saw even greater efficiency gains. Dozens of clients saved over $90,000 annually by replacing a full-time BI hire with fractional support—and saw a measurable uptick in investor confidence thanks to cleaner board reporting, all without expanding their internal team.

Fractional BI is especially valuable for founders, operators, and executive teams navigating growth, change, or complexity. It’s ideal for organizations that need clarity but aren’t ready to commit to a full-time hire. It’s a strategic fit for teams preparing for fundraising, board meetings, or major operational shifts. And it’s a lifeline for companies drowning in spreadsheets but lacking the internal bandwidth to clean, structure, and interpret their data.

A typical engagement includes KPI alignment, dashboard development, forecasting, variance analysis, and strategic consulting on BI architecture. It’s not just reporting—it’s enablement. Fractional BI professionals help teams stop measuring “active users” twelve different ways and start making decisions with confidence.

As Philip Kean, founder of Lane Gate Advisory, put it in a recent case study on fractional leadership: “Most startups run finance in an ad hoc way… but fractional leaders bring systems that stick and improvements that scale”. The same applies to BI. Fractional consultants don’t just clean up your data—they build systems that keep delivering long after they leave.

In short, fractional BI isn’t a workaround—it’s a competitive advantage. It allows companies to save money, move faster, and make better decisions without the burden of full-time overhead. For executive teams looking to maximize impact while minimizing cost, it’s one of the most efficient ways to turn data into leverage.

If you’re spending six figures on BI and still waiting on answers, it’s time to rethink the model. Fractional BI delivers clarity, velocity, and strategic insight—on your terms.

Curt Jones is the founder of Proklamate, a boutique fractional business intelligence consulting firm in Boise, Idaho.

Essentialism in BI and Consulting: Clarity Is the Strategy

I first read Essentialism by Greg McKeown while buried in a reporting cycle that felt more like a treadmill than a strategy. Stakeholders were chasing metrics. Dashboards were multiplying. And despite all the data, no one felt confident.

McKeown’s core idea hit hard:

“If you don’t prioritize your life, someone else will.”
In BI?
If you don’t prioritize your metrics, your dashboards will become decoration.

That line didn’t just resonate—it reframed how I think about Business Intelligence, consulting, and leadership itself.

The BI Trap: More Data, Less Decisiveness

Business Intelligence is supposed to be the engine of decision-making. But too often, it becomes a museum of metrics—beautiful, complex, and utterly paralyzing.

You’ve seen it:

• Dashboards with 40 KPIs, none of which provoke action

• Weekly reports that get skimmed, then ignored

• Teams drowning in data but starving for clarity

It’s not that the data’s wrong. It’s that it’s unfiltered, unfocused, and unprioritized.

BI teams—especially those without a dedicated analyst—get pulled in every direction. “Can you add this metric?” “Can you slice it by region?” “Can we get a version for the board?” Before long, the system serves everyone and helps no one.

Essentialism: The Discipline of Less, But Better

Essentialism isn’t minimalism. It’s strategic subtraction.
It’s the courage to say no to what doesn’t matter—so you can say yes to what does.

In BI, that means:

• Fewer metrics, sharper decisions

• Simpler dashboards, faster cycles

• Strategic alignment over stakeholder appeasement

It’s not about doing less for its own sake. It’s about doing the right things, at the right time, for the right reasons.

Where Fractional BI Meets Essentialism

Fractional Business Intelligence is built on Essentialist principles.
We’re not here to build empires—we’re here to build clarity.

When you bring in fractional BI, you’re not hiring someone to chase every metric. You’re hiring someone to cut through the clutter and surface what matters.

We plug in fast.
We work across Power BI, Tableau, Looker, Sigma, and whatever else you’ve got duct-taped together.
We don’t care about the tool—we care about the outcome.

Fractional BI is:

• Fast

• Focused

• Frictionless

You get senior-level insight without the full-time cost.
You get leverage without the lag.
You get clarity that scales.

Because in fast-moving markets, hesitation isn’t just costly—it’s compounding.

The Consulting Parallel: Clarity as a Service

This same philosophy applies to management consulting.
The best consultants don’t add complexity—they remove it.
They don’t flood you with frameworks—they frame the problem so you can act.

Essentialist consulting means:

• Asking sharper questions, not offering longer decks

• Provoking decisions, not just presenting options

• Designing systems that scale, not just strategies that sound good

Whether it’s BI or consulting, the goal is the same: build leverage, not load.

A Personal Take

I grew up on a farm in the Idaho desert. You learn quickly that complexity doesn’t help you fix a broken hay baler or unclog a sprinkler system. You need clarity, tools that work, and decisions that move things forward.

That mindset shaped how I approach BI and consulting. I don’t care how fancy the dashboard looks. I care whether it helps a leader make a better decision, faster.

Essentialism reminded me that simplicity isn’t weakness—it’s strength. It’s the discipline to strip away the noise and build systems that earn trust.

Final Thought

BI and consulting should be strategic assets, not reporting burdens. Essentialism gives us the lens to make that happen. Fractional BI makes it real—lean, fast, and built for impact. So the next time you’re building a dashboard, reviewing a report, or deciding what to track—ask yourself: “Is this helping someone act, or just observe?” Because in BI, consulting, and leadership itself, less but better beats more but meaningless.