Post: Qlik Luminary Life Episode 5 – The Kelsey Fautsch Interview

Welcome back to Episode 5 of Qlik Luminary Life! This week we caught up with Kelsey Fautsch to learn more about her previous 12 years of experience at Deloitte (*spoiler alert* SHE’S AVAILABLE FOR HIRE so if you’re reading this and looking for an MVP for your team, employ her before another company does), her passion as a competitive volleyball player, and her amazing advice for women entering into the field of Data Analytics.

What company do you work for and what is your job title?

It’s interesting timing actually. This week I had my last day with Deloitte where I have spent the last 12 years. I’ve had a variety of roles at the firm but for the past 5 years, I’ve been working with a Deloitte proprietary technology platform called TrueView as a business analyst, implementation specialist, and most recently a sales engineer.

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

The TrueView platform I was working with uses Qlik Sense as its reporting and analytics tool. I believe this is one of the largest implementations of Qlik Sense, and definitely the largest Nprinting shop Qlik has. So it seemed like a good fit to become a Luminary to get more connected and share our experiences. What I’ve liked best about the Luminary group is that it allows early access to important information and more importantly, in my opinion, connections with key stakeholders within Qlik and other super users. I’ve found it to be a great network to learn about what others are doing and to have those valuable connections with people like me.

How has Qlik improved your work and how was it used at Deloitte?

Qlik is the reporting component for the SaaS technology platform. We sold it to companies to either use with our field services or on their own to collect information about brand consistency, customer experience, or other types of compliance. The platform had over 500,000 users and they are often excited and impressed by the amount of information and analysis they can pull from a simple Qlik dashboard.

Tell me about a challenge Qlik helped you to overcome.

When setting up our instance of Qlik, the team was critical in helping us set up the structure and various components. We had a group of developers who hadn’t worked with the technology much yet, so we relied on their team for help. We’ve also worked together on new security models and things of that nature.

Advice for those wanting to become a future Luminary?

Be on a team for large implementation haha. I’m sure that helped, but also I believe they are looking for people who are key users and who are interested in being involved in the details to give candid feedback. I had also spoken at their annual conference a few times, done a few social media and webinar recordings, and was on a panel at one of their data literacy roadshows. Being active on social media or helping them out with those types of eminence efforts would help you get seen and on track for joining the Luminary family. Speaking of that, I may have to step up my game now that I’m not with Deloitte ha.

Do you have any advice for other women who may want to get into the Data Analytics field?

Good question, it tends to be a very male-heavy specialization. I think it’s important to know that there are a variety of roles associated with data analytics. One that I think I specialize in is being what I call a purple person. Meaning that I understand business needs and requirements but can also speak enough tech to translate those and make sure that we’re configuring the technology components in a way that meets and exceeds those needs. Business being red, technology being blue, making me the bridge – purple.

For women, I think it’s important to highlight areas that may come more naturally to us. Maybe design and color coordination, empathy, and having good relationships with end users can be great value adds. But also being confident in knowing your technical abilities and voicing them can help you to earn respect and land a role that you are looking for.

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

Well…I stay very busy! I love to travel and go to events which has been a little challenging this year. The concerts, food festivals, and sporting events I normally attend have of course been canceled. I have started traveling again though, and just took a 4-day road trip through Southwest Colorado, which by the way is a must-see and some of the most beautiful landscapes I’ve seen! I suppose a silver lining to all of these events getting canceled is that it is forcing me to do more road trips and enjoy the wonders our country has rather than flying off to other countries. I am also starting to play beach volleyball again. I have played volleyball since 6th grade and all through college, I am 6ft so it was a natural fit for me ha. There are quite a few volleyball tournaments in the mountain towns of Colorado throughout the summer. If not for tournaments it’s always nice to get outside and get some exercise playing pickup with my girlfriends.

Name a song you have completely memorized.

John Michael Montgomery’s – Sold. I like a wide variety of music, but country is one of my fallbacks. I won’t be singing it for you today but you should go check it out, it’s a good one.

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

Oh wow, That’s a fun question. I am definitely a visual person so I would ask for a tour or to see what things looked like. You can learn a lot about people’s mindsets, the state of an economy, and a general feel for the culture by just looking at an environment.

Watch the full video interview – https://youtu.be/RlGGLF_pe8Q

Interested in learning more about Kelsey Fautsch? Be sure to follow her on her social media handles listed below and be sure to stay tuned for episode six!

LinkedIn: kelsey-fautsch

Twitter: @kfautsch

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

“With Soterre and the safety of version control, we now have confidence to experiment with things and that leads to innovation.”   —RAS
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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.