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Post: Qlik Luminary Life – An Interview With Nitesh Sethi, CEO Of CliqVenus

In this week’s episode of Qlik Luminary Life, we had the pleasure of speaking with Nitesh Sethi, CEO of CliqVenus Consulting and Services, and learned more about how Qlik has helped him land Fortune 500 and 100 clients, his experience as a 3x Qlik Luminary, and why he’s searching for his cell phone in the future.

Why did you decide to apply to be a Qlik Luminary?

I thought that this was the best way to represent Qlik without being an actual employee. Even after years of working on the Qlik platform, customers could not fully trust our CliqVenus solutions but being a Qlik Luminary gives us an extra competitive edge now.

Favorite thing about Qlik?

It’s a trendsetter. Other tools follow the innovations that Qlik brings to the market.

Tell me about the biggest challenge Qlik helped you to overcome.

The biggest challenge when I started my company Cliqvenus was to find an opportunity to work with Fortune 100 & 500 companies, but thanks to Qlik we were able to onboard some really big clients.

Advice for those wanting to become a future Luminary?

Stick to Qlik and don’t get lost in the ocean of the BI world. Myself & Gartner’s Magic Quadrant both feel that Qlik is still way ahead of its competitors.

Can you tell me about how you’re integrating Qlik Sense charts into websites and some of the mash-up work you’ve been doing?

Many clients want to integrate the power of Qlik into their websites without having to go into the Qlik platform and with Qlik’s open API we can pull Qlik charts into the websites and they look phenomenal.

When you’re not working and being a Luminary what hobbies or activities do you enjoy?

I love traveling so I utilize most of my leisure time to explore new people, cultures & places.

Name a song you have completely memorized.

“Don’t Leave me Alone” by David Guetta feat Anne Marie

What would be your first question after waking up from being cryogenically frozen for 100 years?

Where is my cell phone?

Interested in learning more about Nitesh Sethi, CEO of CliqVenus? Be sure to follow him on his social media handles listed below and be sure to stay tuned for episode three!

If you’re a Qlik Luminary and are interested in being featured for our blog series contact Michael Daughters at mdaughters@motio.com

How many changes are you saving locally when working in Qlik Sense to ensure you don’t lose anything? Why spend all that time when you can be using Soterre? Click here to learn more.

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As the BI space evolves, organizations must take into account the bottom line of amassing analytics assets.
The more assets you have, the greater the cost to your business. There are the hard costs of keeping redundant assets, i.e., cloud or server capacity. Accumulating multiple versions of the same visualization not only takes up space, but BI vendors are moving to capacity pricing. Companies now pay more if you have more dashboards, apps, and reports. Earlier, we spoke about dependencies. Keeping redundant assets increases the number of dependencies and therefore the complexity. This comes with a price tag.
The implications of asset failures differ, and the business’s repercussions can be minimal or drastic.
Different industries have distinct regulatory requirements to meet. The impact may be minimal if a report for an end-of-year close has a mislabeled column that the sales or marketing department uses, On the other hand, if a healthcare or financial report does not meet the needs of a HIPPA or SOX compliance report, the company and its C-level suite may face severe penalties and reputational damage. Another example is a report that is shared externally. During an update of the report specs, the low-level security was incorrectly applied, which caused people to have access to personal information.
The complexity of assets influences their likelihood of encountering issues.
The last thing a business wants is for a report or app to fail at a crucial moment. If you know the report is complex and has a lot of dependencies, then the probability of failure caused by IT changes is high. That means a change request should be taken into account. Dependency graphs become important. If it is a straightforward sales report that tells notes by salesperson by account, any changes made do not have the same impact on the report, even if it fails. BI operations should treat these reports differently during change.
Not all reports and dashboards fail the same; some reports may lag, definitions might change, or data accuracy and relevance could wane. Understanding these variations aids in better risk anticipation.

Marketing uses several reports for its campaigns – standard analytic assets often delivered through marketing tools. Finance has very complex reports converted from Excel to BI tools while incorporating different consolidation rules. The marketing reports have a different failure mode than the financial reports. They, therefore, need to be managed differently.

It’s time for the company’s monthly business review. The marketing department proceeds to report on leads acquired per salesperson. Unfortunately, half the team has left the organization, and the data fails to load accurately. While this is an inconvenience for the marketing group, it isn’t detrimental to the business. However, a failure in financial reporting for a human resource consulting firm with 1000s contractors that contains critical and complex calculations about sickness, fees, hours, etc, has major implications and needs to be managed differently.

Acknowledging that assets transition through distinct phases allows for effective management decisions at each stage. As new visualizations are released, the information leads to broad use and adoption.
Think back to the start of the pandemic. COVID dashboards were quickly put together and released to the business, showing pertinent information: how the virus spreads, demographics affected the business and risks, etc. At the time, it was relevant and served its purpose. As we moved past the pandemic, COVID-specific information became obsolete, and reporting is integrated into regular HR reporting.
Reports and dashboards are crafted to deliver valuable insights for stakeholders. Over time, though, the worth of assets changes.
When a company opens its first store in a certain area, there are many elements it needs to understand – other stores in the area, traffic patterns, pricing of products, what products to sell, etc. Once the store is operational for some time, specifics are not as important, and it can adopt the standard reporting. The tailor-made analytic assets become irrelevant and no longer add value to the store manager.