Two parts of the engagement
The proposed commercial structure separates implementation from ongoing reporting service. The actual scope and commercial terms are agreed in writing for your organization.
| Part | What the scope can include |
|---|---|
| Implementation | Discovery, source and reporting inventory, agreed connections, business definitions, reporting views, validation, and rollout work |
| Ongoing service | Maintenance of the agreed reporting scope, issue handling, source-change coordination, and the continuing work described in the service agreement |
Cloud infrastructure, source-vendor subscriptions, additional integrations, and other third-party costs are identified separately where they are not included.
What drives the amount of work
The condition of the foundation. An existing data platform with reliable models is a different starting point from disconnected exports and undocumented definitions.
The source systems and history. Access methods, account structure, retained history, source limits, and changes in vendor configuration affect the connection work.
The reporting questions. A focused collections and location view is different from a multi-source acquisition or customer-journey model. More complex measures require more definition and validation.
The organization and access model. Locations, operating units, brands, and permission requirements influence the architecture and review process.
The ongoing responsibilities. The refresh expectations, reporting changes, issue handling, and maintenance arrangement need to match the business.
What you receive before committing
The proposal should identify the reporting scope, implementation deliverables, customer inputs, connection paths, validation process, ownership boundaries, ongoing responsibilities, and commercial terms.
It should also state what is excluded or dependent on additional data. A quoted dashboard is not useful if the measure behind it requires unplanned source work.
We discuss the schedule alongside those dependencies. Source access, business-definition decisions, and stakeholder review time can affect when the reporting is ready.
How changes are handled
Reporting needs evolve. A new data source, additional operating unit, major source change, new metric family, or different access requirement may change the amount of work.
The engagement defines the maintenance scope and the process for quoting additional work. New scope should be clear before it is added, including the effect on price and schedule.
That helps both teams distinguish keeping the agreed reporting useful from building a new reporting product.
Common pricing questions
Why is there no public dollar amount?
A useful quote needs the systems, reporting questions, data readiness, and responsibilities behind it. A number without those inputs would imply a scope we have not established.
Can we start with a focused reporting scope?
Yes. A small, coherent set of business questions can be a useful starting point. We identify the sources and validation required, then describe the work to extend that foundation.
Is every integration included?
The proposal names the connection paths included in the engagement. An integration page describes a reporting approach and availability context; it is not an unlimited connector entitlement.
Do we pay for cloud and source-vendor services?
The commercial proposal identifies which services are included and which costs remain with your organization. That may include an existing data platform or vendor subscription. We do not assume those costs are the same for every customer.
Are support hours or refresh guarantees standard?
Specific service commitments, response expectations, refresh schedules, and exclusions belong in the written agreement. This website does not establish a universal service level.
Start with the reporting questions
Bring the report you rely on today, the systems behind it, and the decisions you want to make more clearly. We can then discuss the right initial scope and what a proposal needs to address.