The numbers were never the problem. Trusting them was. We fix that.
We don't make your numbers prettier. We make them safe to bet on.
We don’t make your numbers prettier. We make them safe to bet on.
Trusted by teams globally
When the Pressure Gets Real
BOARD MEETING IN TWO WEEKS
Can you defend every number in the deck?
Most founders cannot. Not because the numbers are wrong, but because three systems disagree and no one owns the truth. The board will find the seam. They always do.
What is actually driving growth?
Where is money being wasted?
What needs attention next?
BOARD MEETING IN TWO WEEKS
Can you defend every number in the deck?
Most founders cannot. Not because the numbers are wrong, but because three systems disagree and no one owns the truth. The board will find the seam. They always do.
What is actually driving growth?
Where is money being wasted?
What needs attention next?
BOARD MEETING IN TWO WEEKS
Can you defend every number in the deck?
Most founders cannot. Not because the nubmers are wrong, but because three systems disagree and no one owns the truth. The board will find the seam. They always do.
What is actually driving growth?
Where is money being wasted?
What needs attention next?
Confusing data has a high cost
Confusing data has a high cost
The cost of unclear numbers does not show up on a dashboard.
It shows up in the P&L.
The cost of unclear numbers does not show up on a dashboard.
It shows up in the P&L.
The cost of unclear numbers does not show up on a dashboard.
It shows up in the P&L.
You have the data but still cannot answer questions.
You have the data but still cannot answer questions.
You have the data but still cannot answer questions.
What is actually driving revenue?
Which customers are paying you back?
Where is the margin leaking?
What slows down every decision?
What needs attention first?
The bill arrives in places you do not check.
The bill arrives in places you do not check.
The bill arrives in places you do not check.
Money goes to the wrong channels
Profitable customers go unnoticed
Decisions slow to a crawl
Board meetings get harder and more uncomfortable to chair
Underperforming SKUs stay in the catalogue
WHAT DATAJOCKEY DELIVERS
DataJockey gives you numbers that you can defend and decisions you can move on
See what is actually driving revenue
Get a leadership pack you trust
Find the margin before it leaks
Walk into the board meeting ready
Cut the metrics that do not matter
WHAT DATAJOCKEY DELIVERS
DataJockey gives you numbers that you can defend and decisions you can move on
Cut the metrics that do not matter
Get a leadership pack you trust
See what is actually driving revenue
Walk into the board meeting ready
Find the margin before it leaks
WHAT DATAJOCKEY DELIVERS
DataJockey gives you numbers that you can defend and decisions you can move on
See what is actually driving revenue
Find the margin before it leaks
Cut the metrics that do not matter
Get a leadership pack you trust
Walk into the board meeting ready
FRACTIONAL DATA SUPPORT
Start with the decision that matters.
The question you needed answered last quarter isn't the one keeping you up tonight. A project ends. The uncertainty doesn't. DataJockey stays, so the next decision is as covered as the last one.
Always one call away from the number you need
Your priorities, addressed in the order that matters
The analysis keeps pace with the business
The commercial question answered while it still matters
Judgment on tap, not dashboards on delivery
Already have a fractional CFO or advisor? Same shape. Steady hand, clear input, no wasted motion.
working with datajockeY scales your team when needed
A fractional data partner for
clearer business decisions.
DataJockey provides senior commercial data support without the delay or commitment of hiring someone full-time.
Book a Call
Discuss the decision
Agree the next step
Book a Call
Book a call to discuss the decision, the numbers behind it, and the clearest next step.
Revenue definition
June 7th
To Do
CEO view teardown
May 29th
In Progress
CRM data model
May 24th
Review
Build the priority queue
Add the questions, issues, or commercial areas you want help with into one shared backlog. The list can be as long as needed, but we work through one active priority at a time based on what matters most.
Get clearer answers
We work through your priorities in order and shape the output around business needs. You get Slack updates, Loom walkthroughs, and practical recommendations to help you make better business decisions.
WHO IS THIS FOR
Built for businesses where the
numbers need to work harder.
E-COMMERCE
You know what sold. But do you know what actually made money?
Sales are visible. So are traffic, orders, discounts, returns, repeat purchases. The real question is what is driving profitable growth... and what only looks good on the surface.
Which products are actually profitable? Which channels bring customers who come back? Where is margin leaking?
FINTECH & FINANCIAL SERVICES
Growth is up. But which customers are paying you back?
The dashboards show signups, transactions, balances. The board wants unit economics. Cohort by cohort, the truth gets buried under processing costs, fraud write-offs, and KYC drop-off.
What is the real CAC by segment? Which cohorts pay back, and how fast? Which customers cost more than they earn?
PROPTECH & SHORT-STAY OPERATORS
Occupancy is high. But is each unit making money?
Nightly rates, channels, stay-lengths, commissions, cleaning, ops. The number that matters is yield per unit... and almost no one can defend it without three tabs open.
Where can rates move without hurting occupancy? Which channel is genuinely paying after commission? Which units are quietly underperforming?
B2B SAAS
ARR is the headline. Retention is the business.
New logos, renewals, expansion, churn. The product team has a view. Sales has another. Finance has a third. The board wants one number, properly defended, that survives a sharp question.
Which customers actually activate? Which expand, which contract, and why? What does retention look like when you model it honestly?
E-COMMERCE
You know what sold. But do you know what actually made money?
Sales are visible. So are traffic, orders, discounts, returns, repeat purchases. The real question is what is driving profitable growth... and what only looks good on the surface.
Which products are actually profitable? Which channels bring customers who come back? Where is margin leaking?
FINTECH & FINANCIAL SERVICES
Growth is up. But which customers are paying you back?
The dashboards show signups, transactions, balances. The board wants unit economics. Cohort by cohort, the truth gets buried under processing costs, fraud write-offs, and KYC drop-off.
What is the real CAC by segment? Which cohorts pay back, and how fast? Which customers cost more than they earn?
PROPTECH & SHORT-STAY OPERATORS
Occupancy is high. But is each unit making money?
Nightly rates, channels, stay-lengths, commissions, cleaning, ops. The number that matters is yield per unit... and almost no one can defend it without three tabs open.
Where can rates move without hurting occupancy? Which channel is genuinely paying after commission? Which units are quietly underperforming?
B2B SAAS
ARR is the headline. Retention is the business.
New logos, renewals, expansion, churn. The product team has a view. Sales has another. Finance has a third. The board wants one number, properly defended, that survives a sharp question.
Which customers actually activate? Which expand, which contract, and why? What does retention look like when you model it honestly?
E-COMMERCE
You know what sold. But do you know what actually made money?
Sales are visible. So are traffic, orders, discounts, returns, repeat purchases. The real question is what is driving profitable growth... and what only looks good on the surface.
Which products are actually profitable? Which channels bring customers who come back? Where is margin leaking?
FINTECH & FINANCIAL SERVICES
Growth is up. But which customers are paying you back?
The dashboards show signups, transactions, balances. The board wants unit economics. Cohort by cohort, the truth gets buried under processing costs, fraud write-offs, and KYC drop-off.
What is the real CAC by segment? Which cohorts pay back, and how fast? Which customers cost more than they earn?
PROPTECH & SHORT-STAY OPERATORS
Occupancy is high. But is each unit making money?
Nightly rates, channels, stay-lengths, commissions, cleaning, ops. The number that matters is yield per unit... and almost no one can defend it without three tabs open.
Where can rates move without hurting occupancy? Which channel is genuinely paying after commission? Which units are quietly underperforming?
B2B SAAS
ARR is the headline. Retention is the business.
New logos, renewals, expansion, churn. The product team has a view. Sales has another. Finance has a third. The board wants one number, properly defended, that survives a sharp question.
Which customers actually activate? Which expand, which contract, and why? What does retention look like when you model it honestly?
E-COMMERCE
You know what sold. But do you know what actually made money?
Sales are visible. So are traffic, orders, discounts, returns, repeat purchases. The real question is what is driving profitable growth... and what only looks good on the surface.
Which products are actually profitable? Which channels bring customers who come back? Where is margin leaking?
FINTECH & FINANCIAL SERVICES
Growth is up. But which customers are paying you back?
The dashboards show signups, transactions, balances. The board wants unit economics. Cohort by cohort, the truth gets buried under processing costs, fraud write-offs, and KYC drop-off.
What is the real CAC by segment? Which cohorts pay back, and how fast? Which customers cost more than they earn?
PROPTECH & SHORT-STAY OPERATORS
Occupancy is high. But is each unit making money?
Nightly rates, channels, stay-lengths, commissions, cleaning, ops. The number that matters is yield per unit... and almost no one can defend it without three tabs open.
Where can rates move without hurting occupancy? Which channel is genuinely paying after commission? Which units are quietly underperforming?
B2B SAAS
ARR is the headline. Retention is the business.
New logos, renewals, expansion, churn. The product team has a view. Sales has another. Finance has a third. The board wants one number, properly defended, that survives a sharp question.
Which customers actually activate? Which expand, which contract, and why? What does retention look like when you model it honestly?
E-COMMERCE
You know what sold. But do you know what actually made money?
Sales are visible. So are traffic, orders, discounts, returns, repeat purchases. The real question is what is driving profitable growth... and what only looks good on the surface.
Which products are actually profitable? Which channels bring customers who come back? Where is margin leaking?
FINTECH & FINANCIAL SERVICES
Growth is up. But which customers are paying you back?
The dashboards show signups, transactions, balances. The board wants unit economics. Cohort by cohort, the truth gets buried under processing costs, fraud write-offs, and KYC drop-off.
What is the real CAC by segment? Which cohorts pay back, and how fast? Which customers cost more than they earn?
PROPTECH & SHORT-STAY OPERATORS
Occupancy is high. Is the yield?
Nightly rates, channels, stay-lengths, commissions, cleaning, ops. The number that matters is yield per unit... and almost no one can defend it without three tabs open.
Where can rates move without hurting occupancy? Which channel is genuinely paying after commission? Which units are quietly underperforming?
LOGISTICS & SUPPLY CHAIN
Revenue is growing. So why is the margin going the other way?
Every route, every customer, every SKU has a cost-to-serve. Most of it never lands in the P&L cleanly. The big accounts feel profitable. Until you load them properly.
Which customers are genuinely profitable after ops? Which lanes are leaking? When does hitting the SLA cost more than missing it?
B2B SAAS
ARR is the headline. Retention is the business.
New logos, renewals, expansion, churn. The product team has a view. Sales has another. Finance has a third. The board wants one number, properly defended, that survives a sharp question.
Which customers actually activate? Which expand, which contract, and why? What does retention look like when you model it honestly?
BOARD MEETING IN TWO WEEKS
Can you defend every number on the deck?
Most founders cannot. Not because the numbers are wrong, but because three systems disagree and no one owns the truth. The board will find the seam. They always do.
Which metric will you be asked about? Which one will not survive the follow-up? Which definition do you actually trust?
E-COMMERCE
You know what sold. But do you know what actually made money?
Sales are visible. So are traffic, orders, discounts, returns, repeat purchases. The real question is what is driving profitable growth... and what only looks good on the surface.
Which products are actually profitable? Which channels bring customers who come back? Where is margin leaking?
FINTECH & FINANCIAL SERVICES
Growth is up. But which customers are paying you back?
The dashboards show signups, transactions, balances. The board wants unit economics. Cohort by cohort, the truth gets buried under processing costs, fraud write-offs, and KYC drop-off.
What is the real CAC by segment? Which cohorts pay back, and how fast? Which customers cost more than they earn?
PROPTECH & SHORT-STAY OPERATORS
Occupancy is high. Is the yield?
Nightly rates, channels, stay-lengths, commissions, cleaning, ops. The number that matters is yield per unit... and almost no one can defend it without three tabs open.
Where can rates move without hurting occupancy? Which channel is genuinely paying after commission? Which units are quietly underperforming?
LOGISTICS & SUPPLY CHAIN
Revenue is growing. So why is the margin going the other way?
Every route, every customer, every SKU has a cost-to-serve. Most of it never lands in the P&L cleanly. The big accounts feel profitable. Until you load them properly.
Which customers are genuinely profitable after ops? Which lanes are leaking? When does hitting the SLA cost more than missing it?
B2B SAAS
ARR is the headline. Retention is the business.
New logos, renewals, expansion, churn. The product team has a view. Sales has another. Finance has a third. The board wants one number, properly defended, that survives a sharp question.
Which customers actually activate? Which expand, which contract, and why? What does retention look like when you model it honestly?
BOARD MEETING IN TWO WEEKS
Can you defend every number on the deck?
Most founders cannot. Not because the numbers are wrong, but because three systems disagree and no one owns the truth. The board will find the seam. They always do.
Which metric will you be asked about? Which one will not survive the follow-up? Which definition do you actually trust?
Who this isn't for
Who this isn't for
DataJockey is not for everyone.
DataJockey is not for everyone.
DataJockey is not for everyone.
Best fit: enough data to matter, not enough clarity to use it properly.
Best fit: enough data to matter, not enough clarity to use it properly.
Not for
Not for
Not for
Early stage startups
Enterprises with mature data teams
Buyers looking for cheap dashboards
Large highly regulated & highly governed institutions
One-off, fixed-and-forget builds
Why
Why
Why
Not enough reporting pain to fix
You likely have this function in place.
Not chart-making. Decision clarity.
Wrong velocity. Model requires iteration
Reporting breaks slowly. It needs maintaining.
FAQ
FAQ
Still have doubts?
Still have doubts?
Can I start without a call?
Why not just hire someone?
Do you replace our tools?
Is this just dashboard design?
Do you use AI?
What clients say
The reviews are in, and the spreadsheets survived.
The reviews are in, and the spreadsheets survived.
David combined deep analytics expertise with product-minded design thinking. This improved our Tableau performance and usability, and reshaping how we present data to clients.
Mathieu Bergeron
President, Tuxedo
David helped us turn scattered commercial data into one clear source of truth. He brought the structure, logic and AI thinking needed to analyse the numbers faster, improve forecasting, and make better business decisions.
Lindsay Matthews
Product Manager
David thinks like an operator. He modernised our reporting foundations and introduced frameworks that materially changed how we viewed inventory and performance.
David Smith
MD, Micromedia
David combined deep analytics expertise with product-minded design thinking. This improved our Tableau performance and usability, and reshaping how we present data to clients.
Mathieu Bergeron
President, Tuxedo
David helped us turn scattered commercial data into one clear source of truth. He brought the structure, logic and AI thinking needed to analyse the numbers faster, improve forecasting, and make better business decisions.
Lindsay Matthews
Product Manager
David thinks like an operator. He modernised our reporting foundations and introduced frameworks that materially changed how we viewed inventory and performance.
David Smith
MD, Micromedia
David combined deep analytics expertise with product-minded design thinking. This improved our Tableau performance and usability, and reshaping how we present data to clients.
Mathieu Bergeron
President, Tuxedo
David helped us turn scattered commercial data into one clear source of truth. He brought the structure, logic and AI thinking needed to analyse the numbers faster, improve forecasting, and make better business decisions.
Lindsay Matthews
Product Manager
David thinks like an operator. He modernised our reporting foundations and introduced frameworks that materially changed how we viewed inventory and performance.
David Smith
MD, Micromedia
David combined deep analytics expertise with product-minded design thinking. This improved our Tableau performance and usability, and reshaping how we present data to clients.
Mathieu Bergeron
President, Tuxedo
David helped us turn scattered commercial data into one clear source of truth. He brought the structure, logic and AI thinking needed to analyse the numbers faster, improve forecasting, and make better business decisions.
Lindsay Matthews
Product Manager
David thinks like an operator. He modernised our reporting foundations and introduced frameworks that materially changed how we viewed inventory and performance.
David Smith
MD, Micromedia
David combined deep analytics expertise with product-minded design thinking. This improved our Tableau performance and usability, and reshaping how we present data to clients.
Mathieu Bergeron
President, Tuxedo
David helped us turn scattered commercial data into one clear source of truth. He brought the structure, logic and AI thinking needed to analyse the numbers faster, improve forecasting, and make better business decisions.
Lindsay Matthews
Product Manager
David thinks like an operator. He modernised our reporting foundations and introduced frameworks that materially changed how we viewed inventory and performance.
David Smith
MD, Micromedia
David combined deep analytics expertise with product-minded design thinking. This improved our Tableau performance and usability, and reshaping how we present data to clients.
Mathieu Bergeron
President, Tuxedo
David helped us turn scattered commercial data into one clear source of truth. He brought the structure, logic and AI thinking needed to analyse the numbers faster, improve forecasting, and make better business decisions.
Lindsay Matthews
Product Manager
David thinks like an operator. He modernised our reporting foundations and introduced frameworks that materially changed how we viewed inventory and performance.
David Smith
MD, Micromedia
David combined deep analytics expertise with product-minded design thinking. This improved our Tableau performance and usability, and reshaping how we present data to clients.
Mathieu Bergeron
President, Tuxedo
David helped us turn scattered commercial data into one clear source of truth. He brought the structure, logic and AI thinking needed to analyse the numbers faster, improve forecasting, and make better business decisions.
Lindsay Matthews
Product Manager
David thinks like an operator. He modernised our reporting foundations and introduced frameworks that materially changed how we viewed inventory and performance.
David Smith
MD, Micromedia
David combined deep analytics expertise with product-minded design thinking. This improved our Tableau performance and usability, and reshaping how we present data to clients.
Mathieu Bergeron
President, Tuxedo
David helped us turn scattered commercial data into one clear source of truth. He brought the structure, logic and AI thinking needed to analyse the numbers faster, improve forecasting, and make better business decisions.
Lindsay Matthews
Product Manager
David thinks like an operator. He modernised our reporting foundations and introduced frameworks that materially changed how we viewed inventory and performance.
David Smith
MD, Micromedia
David combined deep analytics expertise with product-minded design thinking. This improved our Tableau performance and usability, and reshaping how we present data to clients.
Mathieu Bergeron
President, Tuxedo
David helped us turn scattered commercial data into one clear source of truth. He brought the structure, logic and AI thinking needed to analyse the numbers faster, improve forecasting, and make better business decisions.
Lindsay Matthews
Product Manager
David thinks like an operator. He modernised our reporting foundations and introduced frameworks that materially changed how we viewed inventory and performance.
David Smith
MD, Micromedia
why datajockey exists
Built for businesses who need answers, not dashboard theatre.
DataJockey is run by David Ó Cinnéide. Fifteen years reading the numbers behind real commercial calls - pricing, growth, cash, margin, hiring.
Most reporting tells you what happened. It rarely tells you what to do. That gap is the whole job: what matters, where value is leaking, what to do next.
Built for owners and decision makers, not internal reporting teams
A grip on the business, not just the analytics
Fifteen years inside real commercial calls, not dashboards
