The problem
The company ran on four different platforms that each counted users differently, so two dashboards could disagree by a fifth and nobody could say which one was right. Product decisions were being argued rather than measured.
What was built
We agreed a single definition for each important number with product, growth and finance together, rebuilt the reporting on top of those definitions, and added the controls needed to test changes properly.
What changed
One shared set of numbers, nine tests running at once instead of two, and arguments about attribution off the meeting agenda. The share of people who click an offer went from 4.5% to 6.4%.