Data analytics and business intelligence help organizations transform scattered data into actionable insights, shared metrics, and better decisions. Pepax connects data strategy, data quality, analytics architecture, KPIs, dashboards, governance, and data literacy to make data a usable part of management, not just a technical project.
Data often originates in CRM, ERP, accounting, operational applications, spreadsheets, and local records. Each department can work with its own definitions and calculations.
Business intelligence is not just a tool for drawing graphs. It needs clear questions, defined KPIs, reliable sources, data ownership, quality rules and appropriate architecture.
Analytics starts with what decisions it is supposed to support.
Indicators need a unified calculation, source, owner, and method of interpretation.
CRM, ERP, applications and records need to be mapped along with their connections.
Accuracy, completeness, duplications, approaches, and accountability affect trust.
The data warehouse, ETL or ELT, BI platform, and security must meet the need.
A dashboard only has value when people understand it and use it to make decisions.
The service is suitable for organizations that want to create a data strategy, unify reporting, design a BI environment, improve data quality, or stabilize an analytical solution.
The same indicator has multiple definitions and management resolves differences instead of making decisions
Data is copied, merged, and repaired in time-consuming tables
Systems contain information, but are not connected into a common view
There is no clear methodology, quality of resources, or practical place in management
Needs, architecture, resources, security, and roadmap need to be aligned
In addition to technology, it requires ownership, literacy, and decision-making habits
The shift is not just about the new dashboard, but also about shared definitions, data responsibilities, architecture, and the ability of people to work with data.
The organization knows which decisions and initiatives take priority.
Indicators have a uniform meaning, source, owner, and calculation.
Relevant information is available at an appropriate time and in an appropriate form.
Analytics respects where data originates and what it truly represents.
Users understand the methodology, quality, and boundaries of the data.
Data has owners and analytics is becoming part of decision-making habits.
The delivery may consist of a single working material or a complete package of materials. The exact format, level of detail and delivery method will be agreed upon before the start of the paid work.
Decision-making needs, resources, reports, flows, quality, responsibilities and constraints
Target state, principles, priority topics, initiatives and a realistic roadmap
Definitions, formulas, dimensions, sources, owners, and common terminology
Sources, integrations, data warehouse or lakehouse, transformation and BI layers
Use cases, data model, visualizations, filters, and user validation
Roles, quality, approaches, decision-making rhythm, literacy and implementation
Not every assignment requires all phases to be covered in the same depth. We will adjust the scope to the importance of the process, the available evidence, and the decisions that are to follow up on the output.
Free basic information without professional advice or output
Decision questions, reports, resources, flows, KPIs, quality and environmental issues
Target state, use cases, common indicators, governance and order of initiatives
Data layers, integrations, models, security, platform, and user roles
Prototype, KPIs, visualizations, filters, quality and practical use in decision-making
Stages, owners, quality, approaches, training and decision-making rhythm
The scope is tailored to the data maturity and needs of the organization — from a review of a single KPI to a comprehensive strategy, architecture, pilot, and implementation of analytics into management.
Decisions, users, reporting needs, topic priority, and expected value.
Sources, reports, flows, quality, duplicates, historical scope, ownership and access.
Vision, principles, domains, initiatives, dependencies, risks, milestones and investment framework.
Definitions, calculations, dimensions, time rules, resources, owners, and semantic layer.
ETL or ELT, staging, warehouse, models, lakehouse, API, history, logging and performance.
Platform selection, information architecture, wireframes, charts, filters, drill-down and approaches.
Owners, stewards, quality rules, lineage, approaches, audit, retention and changes.
Training, KPI interpretation, workshops, decision-making rhythm, feedback and self-service analytics.
It serves to obtain basic information and verify the appropriate form of cooperation. It does not produce any professional analysis, recommendations or written output.
The specific scope may consist of a process consultation, background study, diagnostic block, workshop, or first agreed output.
Monthly expert support helps keep the analytics environment trustworthy, understandable, and appropriately developed
Meetings at agreed intervals help keep attention on the topic without unnecessary pressure.
In new situations, it is easier to distinguish what is a continuation of the chosen direction and what is a return to the old pattern.
To a certain extent, a question, experience, or basis for further reflection can be captured between meetings.
The development of the topic, decisions, and open questions remain understandable even during a longer process.
The Pepax library is being built as a growing professional knowledge base. It offers content layers for independent study and professional work; it does not replace individual consultation or processing of a specific client assignment.
For someone who wants to work on the topic of personal development between meetings or independently.
- in-depth texts about values, decision-making, boundaries and career transitions,
- practical methodological sheets and reflection questions,
- case scenarios and work instructions,
- materials for independent study and ongoing evaluation.
Why it may be worth it: It helps you stay in touch with the topic at your own pace and be more prepared to make further decisions.
For professionals who work repeatedly with the topics of development, decision-making or coaching conversations.
- methodologies and decision-making frameworks,
- coaching objective and employment contract templates,
- checklists for interim and final evaluation,
- work issues, ethical boundaries and safe work frameworks.
Why it may be worth it: It reduces the need to build a working structure from scratch each time and promotes consistent professional practice.
Neither L2 nor L3 include individual consultations, review of a specific document, personal recommendations, workshops, coaching, mentoring, or work on a specific assignment.
Clear boundaries help set realistic expectations and protect the usability of the outcome
We help create the documentation, framework and support, but ownership of the process and decisions about its operation remain with the organization.
A process map is useful when people understand it, roles are clear, and the design is linked to real decision-making, data, and systems.
Time, quality or costs can only be improved thanks to decisions, implementation and ongoing management on the client side
Collaboration requires adequate availability of people, documents, data, and a willingness to openly name the difference between formal procedure and practice.
Pepax sees data analytics as a combination of business questions, process realities, information architecture, and people's ability to correctly interpret the result. Analytics therefore does not start with a graph or technology.
Naming the purpose, boundaries, causes, requirements, and links between processes
Understanding responsibility, collaboration, decision-making powers and the real capacity of people
Linking measurement, information needs and system support to the target way of working
Working with communication, feedback and conditions that allow the new process to be used in practice
Judging a process by the value it brings to the organization and its internal or external customers
Overview of services based on individual or corporate development through relationships.
Experienced leadership and active transfer of know-how to the company.
A partner for top management decision-making when expert input is also needed.
An initial interview will help verify whether coaching, mentoring, or another form of collaboration is appropriate for your situation.
Explanation of pricing tiers for one-time services, monthly support, and library access.
The way Pepax connects human understanding, structure, communication and practical decision-making.
Analytics works with data and interpretation, BI creates regular reports and dashboards, and data strategy determines how data supports the organization's goals.
No. The service may include an assessment of the need for a warehouse, suitable architecture, and the order of next steps.
Yes. The service can include use cases, KPI catalog, business glossary, data model, wireframe, prototype, and user validation.
Responsibility will be determined by scope. Pepax can prepare strategy, brief, architecture, review, pilot or project management.
It depends on resources, data quality, KPIs, architecture, roles, and whether it is a prototype, pilot, or production program.
The initial interview lasts no more than 30 minutes and serves only to gain a basic understanding of the situation. It does not create a value proposition or professional output. The paid service includes preparation, facilitation, synthesis, and agreed materials.
The smallest professional block that already produces an agreed work or output. A broader program will be priced according to its scope.
Monthly support helps to use and improve the program. L2/L3 provide materials for independent work, not individual implementation.
The initial interview lasts no more than 30 minutes, is free of charge and serves to obtain basic information. It does not produce a professional output. After the interview, it will be clearer whether a smaller diagnostic block, a comprehensive process analysis or multi-phase cooperation makes sense.
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