What organisations say about the work.

The inventory document was exactly what we needed. We had two years of accumulated data sources and no shared understanding of what any of them actually contained. Four weeks, and we had something that the CFO could read and the data team could actually use. The gap section was uncomfortable to read but it was right.

We commissioned the strategy outline before our board discussion on data investment. The one-page output was genuinely useful — it gave us something concrete to debate rather than the usual vague discussion about becoming more data-driven. The note on our weak areas was useful, though a bit blunt. That said, it was accurate.

I have been on the sounding-board arrangement for about five months now. It is unusual to have someone outside the organisation who has enough context to ask the right question at the right moment. The written notes after each call are something I actually refer back to. It works well as a format.

We had tried to do the data inventory ourselves twice. Both times it stalled because people disagreed on scope and format. Bringing in Tidewell gave us someone to anchor the process, and the fixed four-week timeline meant it actually finished. The document has been referenced in three internal meetings since.

The strategy outline was useful for aligning my team's priorities with what the leadership team actually cared about. Before we had it, every data conversation became a scope negotiation. S$220 for two weeks of focused work — the pricing made the decision easy. The output was sharper than I expected.

I used the sounding-board to prepare for a difficult internal conversation about data ownership between two business units. The external perspective was useful — having thought through the dynamics beforehand made the actual meeting much cleaner. The written notes were a useful record to return to afterward.