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Making metric trees for the company, but also operational
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A couple of questions in one go. I'm gonna give this a try. So it's like, how did you start building I think Haroon's question, mentioned a bottom up approach as well as what percent of your metrics would say are most common to the business. So these, I think, are not really wrapped up and together, but let me give it this a try. Alright. Yeah. Go for it. I'm gonna start with the bottoms up approach. I mentioned that yes. So part of it is, exactly as Matt had just ref has has, alluded to is that we did have a few requirements, right, which was that, actually, the first instance of building this tree is for the company, but it was meant to be operational for the data team. And that's why we took a bottom self approach because we are the ones, again, who are catching all the strays. Right? We were like, oh, we need to figure this out. We need to figure that out, etcetera. And so it was mainly meant for us to mobilize as quickly as we possibly could without having to depend on a million different resources, too many cooks in the kitchen, and that is also why it's constructed that way. And so it is for the company, but it's also mainly for the team. It just happens to be, which is again by design to be fair, that, you know, it does translate upwards. And that is also the way that we're driving it. Again, the narrative, I keep harping on that because we're the ones who are sort of like, okay. You want us to own this? We'll own it. We'll own it end to end, and this is how we're gonna drive things forward. Yeah. And so that also goes to, you know, what percentage of the metrics we just say are common to most business. I would say a hundred percent in a lot of ways. This is also again by design, though. It's mainly because when we're talking to stakeholders around the business, there are levels of, data literacy. And when we get into minutiae that are too specific, let's say, to crypto, as you know, we do have, like, metrics that are around crypto in and of itself, but they're not really translatable to the entire business. And so that's also why we made a conscious choice to choose metrics that were very easily understandable with, you know, some parameters that we have to put in place. Of course, the parameters are very specific to us, by anybody around the business so that if it came to the time and when it comes to, which is kind of the era we are in today where a lot of people are looking for tree, we're able to say, you know, that they can do this on their own. They don't need, you know, anybody else on the data team to say, well, it's actually the denominators, you know, filtered by x y zed and and so forth, and that makes it a lot harder.