THE SOLVER

Data analytics consultancy · Sydney, Australia

Clear answers from complex data.

The Solver helps organisations turn data into decisions, through data strategy, business analysis, dashboards, analytics delivery and training. Principal-led from the first conversation to the final handover.

Start a conversation Capability statement
Abstract illustration of an analytics dashboard: a trend line, comparison bars and a progress ring
12 years
of hands-on data and analytics experience across consulting, real estate and many other sectors
0 → 100
offshore team growth led by our principal, from the first hire to 100 people
End to end
strategy, requirements, build, delivery and training, under one point of accountability
Sydney
based, and available for engagements across Australia

What we do

Five services, one aim: better decisions.

Engage us for a single piece of work or the full journey from question to capability. Every service is delivered tool-agnostic and built to be handed over.

All services

Data Strategy & Advisory

Clarify what your organisation needs from data, where to invest first, and how to get there without over-engineering.

Explore service

Business Analysis & Requirements

Turn competing stakeholder needs into clear, testable requirements that delivery teams and decision-makers can both sign off.

Explore service

Data Visualisation & Dashboards

Decision-ready dashboards and reporting in Power BI, Tableau or your existing platform, designed around the questions people actually ask.

Explore service

Analytics Delivery & Offshore Team Build

End-to-end delivery of analytics programs, and the design and build of offshore analytics teams that scale with quality.

Explore service

Data Storytelling & Visualisation Training

Practical training that helps analysts and leaders communicate with data clearly, credibly and with purpose.

Explore training

Why The Solver

Senior thinking, without the layers.

You deal directly with the person accountable for the outcome. No hand-offs from a pitch team to a junior delivery team.

About the principal

Principal-led

Every engagement is scoped, led and quality-assured by our principal, Jarryd Zukerman.

Business first

We start with the decision you need to make, not the tool you happen to own.

Tool-agnostic

Power BI, Tableau or your existing platform. Recommendations follow your context, not a vendor relationship.

Built to hand over

Documentation, training and clean handover are part of the scope, not an afterthought.

Scales with the work

Where scope requires it, a delivery team is assembled per engagement from a network of specialists, under one point of accountability.

Procurement-ready

Clear scopes, defined deliverables and a capability statement written for evaluation panels.

Our approach

A calm, structured way to deliver.

Five stages, scaled to the size of the problem. You always know what is happening, what is next and what you will receive.

How engagements run
  1. 01

    Understand

    Listen first. Clarify the decision, the stakeholders, the constraints and what success looks like before anything is built.

  2. 02

    Define

    Agree scope, requirements, measures and definitions in writing, so everyone signs off on the same thing.

  3. 03

    Design

    Shape the solution with the people who will use it: data model, dashboard layouts, team structure or curriculum.

  4. 04

    Deliver

    Build in short, visible increments with regular check-ins, testing and transparent progress reporting.

  5. 05

    Embed

    Hand over properly: documentation, training and support so the capability stays after the engagement ends.

The kind of work we do

Problems we are built to solve.

Three illustrative scenarios showing how a typical engagement would be shaped. Examples from our principal's prior work can be discussed in conversation, within confidentiality obligations.

Illustrative example

Government & Public Sector

One trusted view of program performance

The situation
A program team reports to its executive through many disconnected spreadsheets. Figures differ between reports and month-end preparation consumes analyst time.
How we would approach it
Stakeholder interviews across program areas, an agreed set of metric definitions, a requirements baseline, then a staged dashboard build with documented data lineage and a handover to the internal team.
The outcome we would design for
A single, governed view of program performance that executives trust and the internal team can maintain without ongoing external support.
Illustrative example

Property & Real Estate

Consistent sales reporting across offices

The situation
A multi-office property business reports listings, campaigns and sales differently in each office, so leadership cannot compare performance like for like.
How we would approach it
Map how each office records activity, define common measures, design a small set of decision-focused dashboards, and coach office leads on reading and acting on them.
The outcome we would design for
Comparable, regularly refreshed performance reporting and a shared language for discussing it in leadership meetings.
Illustrative example

Professional Services

Reporting capacity that scales with quality

The situation
Demand for reporting and analysis is growing faster than the firm can hire locally, and previous outsourcing attempts produced inconsistent work.
How we would approach it
Design the operating model, roles, quality standards and onboarding; recruit and stand up a small offshore core; then scale the team in stages against agreed quality gates.
The outcome we would design for
A stable offshore analytics function with clear ownership, documented ways of working and quality that holds as the team grows.

Illustrative examples describe the kinds of problems The Solver is set up to solve and how an engagement would typically run. They are not client case studies and do not describe a specific client or result.

Sectors

Sectors we work across.

Twelve years across consulting, real estate and a broad range of other sectors. The underlying problems (trusted numbers, clear reporting, capable teams) are remarkably consistent.

Sector perspectives

Insights

Practical thinking on data and decisions.

All insights
Data visualisation3 min read

Start with the decision, not the dashboard

Most dashboards fail quietly: they are built, launched and then ignored. The fix is rarely a better chart. It is a better question at the start.

Read article
Analytics delivery3 min read

Building an offshore analytics team that holds its quality

Offshore analytics teams can add real capacity and capability. Whether they do depends far more on design decisions made early than on hourly rates.

Read article
Training2 min read

Data storytelling is a leadership skill, not a design skill

Clear communication with data is often treated as a finishing touch for analysts. In practice it is one of the most useful skills a manager can build.

Read article

Have a problem worth solving?

Start with a short, no-obligation conversation about the decision you need to make, the data you have and what a good outcome looks like.

Start a conversation View capability statement