
For a long time, Bremont's data sat in siloed systems. One data source was fine to work with, but with lots of data flowing in from different platforms, the previous solution just wasn't scalable. The need to change came as Bremont geared up to become a more corporate organisation, and taking on big investment. That meant the team had to start crossing the Ts and dotting the Is and showing returns to all the people investing in the business.
A lot of the reporting was built off existing SQL views that required a lot of manual reconciling. The intellectual property of what was created wasn't really documented very well, so Bremont was left with a lot of legacy reports that people never really trusted — and that weren't always accurate.
"As soon as you lose that accuracy with your stakeholders, the validity of your reporting outputs is always questioned. The default for most people, if they don't trust the data, is to then just not trust the report. That was really the biggest struggle we've had at Bremont — people not believing in the data, because we couldn't validate how it was built."
With Kleene Bremont got going relatively quickly and show value to the business. Instead of waiting to fix historical data first, the team started building pipelines that report with fixes applied to the data and run exception reports to fix the source in parallel. For a lean data function, Kleene's data consulting team was central to ship dashboards the stakeholders could actually use.
The bigger shift was trust and visibility. With sales metrics built into the dashboards, everyone now has sight of how Bremont is tracking versus budget and can dive into product-level detail — surfacing it at the click of a button rather than relying on manual work that was only ever accurate up to a point in time.