Andre Soares, Data and Analytics Manager, Lojas Torra
My experience has taught me that data transformation is a strategic marathon, not a tech sprint.
Early on, real insight doesn’t come from complex dashboards, but from a shift in the organization’s mindset. That’s why my approach is to prioritize the foundation over the facade, focusing on breaking down silos and ensuring data quality. This is done pragmatically, delivering incremental value by solving real business pain points, which builds momentum and trust in the project.
In this process, I act more as a partner and educator than a technician, empowering teams to make smarter decisions. Every step in building this foundation is a strategic win that paves the way for future innovation.
Roadblocks in Aligning Data and Analytics Strategies with Business Objectives
My biggest challenges in aligning data and analytics with business goals are cultural and strategic, not technical. I boil it down to two things: the ‘translation’ gap between data’s potential and real business pain points, and the ‘time horizon’ conflict between the need for quick results and the long-term investment in building a solid foundation.
My solution for both is to act as a business partner with a dual-portfolio approach.
Part of our effort is dedicated to quick wins, solving immediate problems alongside business units to build trust and deliver value now. The other larger part is focused on building the right data infrastructure for the future.
This strategy ensures the data team stays relevant today while earning the credibility needed to build for tomorrow.
Leveraging Advanced Tools for Operational and Decision-Making Efficiency
My approach to BI tools is pragmatic and evolutionary. For us, “advanced” doesn’t mean the most complex tool, but the one that delivers the most value at our current stage of the journey.
In this foundational phase, the smartest use of technology is to build the basics: automating the chaos of manual reporting and establishing a single source of truth. This boosts operational efficiency by freeing up our teams to focus on actual analysis. It also enables smarter decision-making by replacing guesswork with reliable, accessible data.
The true legacy we can leave behind isn’t a system, but an organization that continuously learns and adapts by using its own data 
Once that solid foundation is in place, the next step is to scale our intelligence with predictive analytics to optimize operations and personalize the customer experience.
In short, we’re focused on solving the foundational pain points of efficiency and trust first. That earns us the credibility and gives us the framework we need to build a more sophisticated competitive advantage down the road.
Building Scalable and Adaptable Data Infrastructure
Since we’re building from scratch, we have the unique advantage of being able to design for the future. My strategy for ensuring our infrastructure is both scalable and adaptable relies on three core principles, not just on technology:
• Flexible Architecture: We’re building a modular, cloud-based architecture. This lets us scale or swap out components like visualization or processing tools independently, without having to do a complete overhaul.
• Robust Governance: We treat data governance as a priority from day one, not as an afterthought. Well-governed data that’s organized, documented and trusted is an asset that’s naturally adaptable to any new business need.
• An Evolving Culture: We invest in a team with a continuous learning mindset. At the end of the day, the most critical form of adaptability isn’t in the software, but in the people who use it.
In short, we’re future-proofing our work with solid principles grounded in architecture, governance and people. We’re building a foundation that’s built to last, not just a toolkit for today.
Fostering a Culture of Data-Led Innovation
My advice to data leaders is that fostering a culture of innovation requires stepping into three strategic roles that go far beyond the technology itself:
• Be a Translator, not a Technician: Ditch the data jargon and start with real business problems. Trust and buy-in come from solving pain points, not just from delivering a tool.
• Be a Pragmatist, not a Purist: Balance building the long-term foundation with delivering high-impact quick wins. The value you create today builds the credibility that funds the vision for tomorrow.
• Be an Evangelist, not just a Builder: Publicly celebrate every small win and every data-driven decision. A great culture isn’t forced from the top down; it’s inspired and spreads through success stories.
In short, the focus must be on people and problems, not platforms. Solve pain points, deliver value quickly and celebrate the wins. That’s how you truly transform the culture.
Building Data-Driven Cultures for Smarter Transformation
At the end of the day, the technology is the easy part. The real work, and the greatest reward, is changing how people see what’s possible through the lens of data. Our ultimate goal isn’t to build the perfect platform, but to empower our people to make smarter decisions.
Many leaders chase innovation in complex algorithms. My experience has shown that the most enduring and transformative innovation comes from patiently building the right foundation. The true legacy we can leave behind isn’t a system, but an organization that continuously learns and adapts by using its own data.