We need someone to own data and tracking

Problem

If you need someone to own data and tracking, you lose the ability to make confident tradeoffs. You end up optimizing what is measurable, not what is meaningful, which quietly pushes spend and effort into the wrong places. Teams start debating numbers instead of customers, and every meeting becomes a negotiation over definitions, filters, and time windows. Without trusted instrumentation, you cannot separate a real signal from noise, so the safest choice becomes doing nothing or doing more of the same. Until this is fixed, every improvement will feel slower than it should.

Insight

Not having an owner for data and tracking isn't a staffing issue, it's a structural one. Most companies grow faster than their measurement layer, so responsibility fragments. Product owns the code, marketing owns the spend, and data owns the warehouse, but no one owns the system that connects them. The truth is, tracking is not just a technical function, it's an operational one. It needs governance, consistency, and context to be valuable. Without a clear owner, the organization treats data like a shared utility rather than a growth engine. Reliable measurement isn't about hiring someone who does analytics, it's about building a culture that treats data as infrastructure, not decoration.

How Velocity Approaches It

We help companies create ownership where it matters most. Velocity starts by mapping how data flows across your stack, from events and APIs to dashboards and decisions. We identify where ownership breaks, then design a structure where data, tracking, and analytics are unified under clear accountability. That means defining a measurement strategy, standardizing taxonomy, and aligning product, marketing, and data teams around a single source of truth. The goal is to make data not just accessible, but actionable, every day. If you're ready to stop treating tracking as everyone's job and make it someone's responsibility, we'll help you build the ownership model that drives real growth.