Head of Data and Analytics

Key Responsibilities

• Own the data contract – a naming convention, a verified-event register, and a review gate that no team ships instrumentation around
• Fix the foundations – backfill and consolidate the properties the company already reports on, kill duplicate and free-text fields, and remove personally identifiable data sitting in analytics properties
• Own the migration – the move to the new analytics platform and the warehousing solution
• Set instrumentation requirements before schema changes ship — court establishment and hall context, versioned mapping tables with effective-from and effective-to dates, IDs rather than display labels as keys
• Own the reporting layer – the bi-weekly feature report for leadership, state and feature reporting in the partnership portal, and the numbers that go to government stakeholders
• Make the company self-serve — a modelled, documented warehouse other teams query themselves, so routine questions stop routing through your team
• Lead the analysis that changes decisions — adoption and correlation work against partnership OKRs, and the investigations where the answer settles an argument
• Build and run the team
• Hold the line on what leaves the building — no number goes to a partner state or a CXO deck without a stated basis, a caveat where one is due, and a named owner

What You Will Achieve in a Year

• Every number this company quotes has a definition, an owner and a known level of confidence — and the ones that were quietly wrong have been found, corrected and communicated
• The migration is complete and reconciled, the old stack is switched off, and nobody is maintaining two sources of truth
• Instrumentation is gated: no product schema change ships without the analytics properties it needs, because you are in that conversation before the release, not after
• State, court and establishment reporting is defensible at district level, not just High Court level, and partnership teams use it with government stakeholders without a caveat from you
• Other teams query the warehouse themselves for routine questions, and your team spends its time on the questions that change decisions
• You have a team of two or three with a clear bar, and at least one person visibly better at their job than when they joined

About You

You have cleaned up someone's analytics before and you are not romantic about it. You know the first ninety days are unglamorous — reading event definitions, finding out that two teams count the same thing differently, telling a CXO that a number in last quarter's deck was wrong. You are willing to do that work yourself rather than delegate it on day one.