Expert Interview (Part 2): Kenny Scott on the Final Stages of a Data Management Project
At the Collibra Data Citizens event in May of this year, Paige Roberts had a chance to speak with Kenny Scott, a data management consultant. In part one of this two part series, Roberts and Scott spoke about some of the challenges that come along with being a data management consultant. Part two focuses on the final stages of a data consultant project and what’s next for Kenny Scott.
Roberts: Going back to where you are now, what stage are you at in the implementation now? Where along the journey are you?
Scott: We started off as a group day on the 1st of January this year after about 18 months as a program. We’ve engaged several parts of the business. We’re recruiting those good people to come in. The next stage is to get them in, get them trained, and do the handover.
Roberts: So you’ve actually pretty much got them going. It’s just a matter of knowledge transfer and making sure that they’ve got people in-house who can continue.
Scott: What I’d like to do is transition into more of a data governance role, and help with ideas and then contribute to the data strategy. IT has the data architecture space and they’ve got the access to Collibra. They do the data models and the governance part of it that we don’t need to do. They handle the data quality and the data governance for our data pool as opposed to data governance as a whole.
Right. Collibra is focused on that whole top level, and Syncsort’s Trillium software is very focused on the quality aspect.
All right. Well, you’re talking about winding this down and you’re doing the hand-off. What do you think you’re going to do next?
At the moment I’d like to get back into a bigger organization. I’d like to get into a car manufacturer, or the utility industry, or aviation, or even maybe the medical field. I want to start looking at different datasets. Somewhere that’s big enough to be invested in the tools, somewhere with innovation, you know?
I’m all for business, and I’m looking for a business value, the business process, the business drivers, and a strong business unit
The whole purpose of the technology is to solve a business problem. If you don’t focus on the business problem first, you’re kind of missing the point.
I’ve seen this happening for years. You want the technology to work for you. This is your business problem, you’re telling us you wouldn’t do it. You’re telling us that we’ve got to use these tools, what you’re saying is, “This is our business requirement. This is the tool we’ve identified. We want you to bring it in and implement it so we can build the processes around it.”
That’s good. You really have to talk to each other. It’s too easy for the technology and the business half to get separated until they’re not even communicating.
It was interesting to hear some of those speeches out there now, and even some of the questions that come up about technology driving the governance. I don’t see that. I see technology having a process requirement to make things efficient by knowing where their catalog is or where their assets are. That’s the driver of governance. That is putting something in that is going to help them deliver the toolsets.
They’re the ones that hurt when it’s not done right. I heard somebody talk about a data quality campaign that had been done at their business, and it saved something like 600,000 pounds. They were wasting all of that money on the marketing campaigns that were never going anywhere.
And that’s fair. I wanted to get to where we are, at the moment, we started to monetize for all of that returned mail. I get figures back for what it costs for returned mail, what it costs for the email campaign so we see what we don’t get back from this.
So you can take that information up to the CEO, and say, “This is why it matters.”
And also since we have a permanent head of data coming in the next month so we can make the transfer and keep the show on the road.
That transfer of knowledge, it’s like there’s a certain degree of knowing what they’re supposed to be doing, and how it’s supposed to work, and you need to move that.
Well, thank you for taking the time to speak with me and I really enjoyed your presentation today.
Thank you very much for your support.
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