How do we explain the enormous volume of asset and equipment data we collect in a way that tells a story?  For people working daily in the data, it makes complete sense, and we understand what it means. For the management staff that we require approval and funding from, it does not make sense – and they don't have the time to sit and figure it out.

After watching the CEO of global sport analytics company, Catapult, at last year’s MAINSTREAM, I started telling stories based on the data, using a narrative that is a priority for our business. This significantly decreased the time spent explaining data so that we could get decisions made.

• Paint the story of what you see in the data.
• Make sure to align your desired outcome with the larger business strategy in the narrative.
• Be able to speak to the raw data, when questioned.
• Capex business case.
• Resourcing for contracts.
• Piloting new technology.