Kerry Gifford, a seasoned senior data analyst from Mahomet, Illinois, is proof that data analysis can redefine how companies operate. With a decade of experience, Gifford has uncovered the often-overlooked truth: data isn’t just numbers. It’s the lifeblood of smart decisions. Yet, many organizations still fail to harness it effectively.
So, what’s the real role of a data analyst? Spoiler: it’s more than crunching numbers.
Data Analysts as Strategic Advisors
Traditional thinking places data analysts in the back office, far from decision-makers. Gifford disagrees. He believes analysts should work alongside leadership teams. “Data should guide every major move, not just back up decisions already made,” he says. Analysts like Gifford dig deep into sales trends, customer behaviors, and service metrics. But the job doesn’t end there. They become advisors, shaping strategies from the ground up.
Think about it. Data analysts can predict what customers will want before customers even know. They pinpoint inefficiencies in operations that executives may overlook. This insight can save companies millions—or earn them even more. Still, too many organizations treat data analysts as secondary players.
Kerry Gifford insists this mindset needs to change.
Unconventional Data Use Cases
Data is traditionally used to measure past performance. But Gifford sees a bigger opportunity: to predict and prepare for the future. For example, analyzing customer data can reveal what products might trend months in advance. It’s proactive, not reactive. And that makes all the difference.
Sales trends also offer more than just sales reports. They can uncover the reasons behind sales spikes or dips. Imagine a sudden increase in product returns. Analysts like Gifford don’t just note the trend; they dig to find the “why.” Maybe it’s a product defect or a misleading marketing message. Knowing the “why” means the company can fix the issue, rather than just observing the aftermath.
Operational performance data is another goldmine. It’s not just about meeting targets. It’s about understanding what slows the operation down. Gifford believes that even the smallest inefficiency can be a major problem if multiplied across hundreds of employees.
Clear Communication Is Key
Insights are worthless if no one understands them. Gifford has learned that communicating complex data simply is a superpower. “Data analysts often get lost in the weeds,” he admits. He knew the hard way that data storytelling is a critical skill.
Stakeholders aren’t analysts. They need clear, digestible information. Gifford uses visuals like bar charts, infographics, and simplified language to get his point across. He avoids jargon. He doesn’t assume everyone knows what a standard deviation is or why regression analysis matters.
For Kerry, it’s about painting a picture. Data should tell a story: where the business is, where it’s going, and what needs to change. A slide full of numbers won’t inspire action, but a well-structured narrative will.
Misunderstood Potential
Kerry Gifford is quick to point out how often companies misuse data. Many executives only look at data that confirms what they already believe, which is a dangerous trap. Analysts need the freedom to explore and question. Gifford encourages data-driven debate. If the data doesn’t support a current strategy, leaders should listen, not dismiss it.
There’s another side to this. Sometimes, too much emphasis is placed on precision. “Perfect data doesn’t exist,” Gifford states. Waiting for flawless information can lead to analysis paralysis. Sometimes, a “good enough” insight can drive significant progress. It’s about balance.
Tips for Communicating Insights
Gifford shares a few key strategies for communicating insights effectively.
- Know Your Audience: Tailor your language and visuals to the people you’re addressing. Executives need the big picture. Operational teams need actionable details.
- Simplify, Don’t Oversimplify: Break down complex concepts but preserve the core message. Use analogies if necessary. Make the data relatable.
- Show, Don’t Tell: Visuals are often more persuasive than words. Highlight the trends, patterns, and outliers visually. Use graphs, not tables filled with numbers.
- Tell a Story: Lead with the critical insight and back it up with data. Use a narrative structure: introduce the problem, present the data, and offer a solution.
- Practice Empathy: Understand that most people don’t think like analysts. Patience and clarity go a long way in bridging this gap.
The Path Forward
Gifford believes the role of data analysts will only grow in importance. Companies that embrace data-driven strategies will outpace those that don’t. But this requires a cultural shift. Analysts need a seat at the table and a voice in major decisions.
It’s not just about hiring more analysts. It’s about listening to them. Gifford says, “Data can tell you what happened and, more importantly, what might happen next. But you have to be willing to listen. The work we have done in Mahomet is very exciting.”
Kerry Gifford provides a perspective that reminds us that data is a strategic asset. It can shape decisions, predict trends, and optimize operations—but only if it’s used wisely and communicated effectively. Data analysts are no longer just support staff. They’re the key to smarter, more informed business strategies. It’s time we started treating them that way.
