Mi
Mi continuously interprets business performance, identifies what needs attention, recommends practical action and helps management track it through to execution. It is decision intelligence for people who already have plenty of reporting.
Mi is being introduced to a small number of businesses where there is a strong fit between the management problem, the information available and the value Mi can create.
The problem
Most management teams already have an ERP, dashboards, spreadsheets, reports, forecasts and a monthly meeting. The difficult questions survive all of it.
The gap
Between a number changing and somebody doing something about it, there is usually a month, three meetings and one person who happened to notice.
The difference
Traditional reporting highlights a variance and waits. Mi looks for the drivers behind it, and keeps going past the point where reporting stops.
Traditional reporting
Mi
How Mi works
Continuously read the business information that matters. Nobody has to remember to look.
Identify meaningful changes, patterns and exceptions, and separate them from noise.
Look forward on the information available, and say what the forecast depends on.
Turn the interpretation into practical options, sized against what they are worth.
Keep visibility over what was agreed, who owns it, and whether it happened.
Examples
Four examples, each one complete. The important part is not detecting the number. It is explaining what it means and what to do about it.
Gross margin has declined for four consecutive months.
Three customers account for 72% of the deterioration. All three moved to smaller, more frequent orders after the March price review, and the changeover cost was never repriced.
Reprice Customers A, B and C before the October review cycle. Model the volume risk at a 4% increase first.
Overtime at Site 2 is up 18% on broadly flat production volume.
The increase sits in changeovers, not run time. Site 2 took on three short-run SKUs in July that were previously made at Site 1.
Set a minimum run quantity for the three SKUs, or return them to Site 1. Either decision is worth about $210k annualised.
DIFOT has been below target for two weeks.
84% of the failures are one product group, and every one of them picks from the same aisle. The group moved location during the July reslot.
Move the product group to a forward pick face before the November peak.
Freight cost is up 8% across two major customer lanes. Pricing has not moved.
Neither contract carries a fuel adjustment clause. Combined annual exposure at the current rate is about $340k.
Raise freight recovery at the next pricing cycle, starting with the larger contract, which renews in March.
From observation to action
An observation on its own creates work. Somebody has to investigate it, size it, decide whether it matters and put it in front of the person who can act. Mi does that part and hands over a decision, not a variance.
Freight
Freight cost is up 8% across two major customer lanes. Pricing has not moved.
Neither contract carries a fuel adjustment clause. Combined annual exposure at the current rate is about $340k.
Raise freight recovery at the next pricing cycle, starting with the larger contract, which renews in March.
Human control
Mi is not designed to run the business. Management keeps the decision, and the accountability that goes with it. Better intelligence should improve judgement, not remove it.
Insight is only useful if something happens. Mi keeps visibility over the agreed action, the owner, the timing, the status, and anything overdue.
Where Mi sits
You do not need HeyMi or Data Mi to use Mi, and there is no order to work through. Existing data problems are worth understanding before Mi starts, because they affect what Mi can interpret, but that is a conversation rather than a prerequisite purchase.
By invitation
Mi is being introduced selectively. We are working with businesses where these five things line up, because Mi is worth considerably less where they do not.
Why us
The same number means very different things depending on how the business operates, how customers are contracted, how costs move and what management can actually influence. Mattingly brings that context from having run these businesses.
Built from the business backwards
Business intelligence is not a technical exercise. A 4% margin movement is a rounding error in one business and a board paper in another, and no amount of modelling tells you which one you are in.
Questions
Mi is a continuous management intelligence layer. It reads business performance, identifies what has changed and why, forecasts what is likely next, recommends a practical action, and keeps visibility over whether that action happened. Mi is currently available by invitation.
A dashboard shows what happened and waits for somebody to look at it. Mi interprets what happened, explains why it matters, brings it to you when it moves, recommends what to do, and tracks the follow-up with an owner and a date. Reporting stops at the insight. Mi is built for the part after it.
No. Mi recommends and people decide. It is not designed to run the business autonomously. Better intelligence should improve management judgement, not replace it.
Mi is being introduced selectively to businesses where there is a strong fit between the management problem, the information available, the decisions that need to improve and the ability to act on what Mi identifies. That fit matters more for Mi than for a tool somebody uses on their own.
No. Mi is independent of the other two and there is no sequence to work through. Existing data problems are worth understanding before Mi starts, because they affect what Mi can interpret, but that is a conversation rather than a prerequisite purchase.
Tell us what you would want Mi watching and what decision you would want it to improve. If there is a fit we will come back to you. If there is not, we will say so instead of keeping you on a list.
By invitation
If there is a fit for your business we will come back to you and explain what a first engagement looks like. If there is not, we will say so.