In today’s data-centric world, André Cabral, a Senior Business Intelligence Consultant, has made his mark by helping organisations harness the power of data to make informed and strategic decisions. With over 15 years of experience in Business Intelligence across diverse sectors, André brings a unique blend of technical expertise, industry insight, and a collaborative approach that has consistently driven successful BI implementations. In this article, he shares his journey, the skills he considers essential for success, and the key strategies he employs to overcome the common challenges of BI consulting.
Can you share a bit about your background and journey to becoming a senior consultant in Business Intelligence?
I graduated with a degree in Computer Science and Management Engineering in 2009 and immediately embarked on a career in BI consulting. After working for various consultancy firms, I accepted the exciting challenge of joining Pluto Analytics from its very inception in 2018 as a Managing Partner.
Over the past 15 years, I’ve been involved in major projects across a wide range of business sectors, with a particular focus on telecommunications, energy, healthcare, and iGaming. My work has mainly centred on data integration and supporting reporting processes.
In your opinion, what are the essential skills and qualities that a successful Business Intelligence consultant should possess?
Key skills and qualities are, first and foremost, effective communication, actively listening to clients and understanding their needs. For a consultant, this is essential. Having “out-of-the-box” thinking is also critical, as it allows one to anticipate and resolve potential challenges before they arise.
Additionally, a successful consultant should be patient, resilient, and possess strong critical thinking, as well as a readiness to explore new areas. Sharing knowledge, maintaining a willingness to learn from others and staying up to date with the latest industry innovations are also crucial attributes.
In your experience, what are some of the common challenges organizations face when implementing Business Intelligence solutions, and how do you recommend overcoming them?
From a BI perspective, the main challenges organizations face relate to data collection and identification, along with post-implementation difficulties in making the most of the created functionalities.
Data challenges involve how data is distributed, the various existing sources, and a general lack of familiarity with these. These factors can make data integration more time-consuming. To address this, a solid and robust strategy is needed, with open communication and early involvement of all stakeholders, supported by an experienced implementation team.
User acceptance and effective system usage are also crucial points. However, resistance to change, combined with the adoption of new tools, can sometimes prevent optimal system implementation. Thus, effective follow-up after the implementation, with on-site demonstrations and daily feedback, is essential to showcase the benefits of proper data handling.
How do you approach the process of advising clients on selecting the right technologies and tools to suit their specific needs and objectives?
In my view, advising on technology selection is essential for identifying the most suitable tools that can address the proposed challenges while aligning with the company’s strategy and day-to-day needs.
The preconceived notion that one tool fits all implementations is limiting and can lead to medium- and long-term issues. Therefore, the advisory process is crucial for analysing the challenge at hand, enabling a consensus on a tool that makes sense within the business context and intended solution.
As the field of Big Data and Business Intelligence continues to evolve rapidly, how do you stay updated with the latest technologies, methodologies, and best practices?
Staying up to date is part of this type of work, and adapting to new developments is a constant requirement. However, it’s no easy task. As I mentioned earlier, patience, resilience, critical thinking, and a willingness to explore new ground are key. With these qualities, a good consultant can adapt to any tool or methodology and continue evolving in knowledge and technology.
Collaboration is often crucial in consulting projects. How do you promote effective communication and teamwork among clients with diverse backgrounds and priorities?
Collaboration, communication, and active participation from all involved are fundamental pillars for the success of any project, even more so in consultancy. It’s crucial to engage everyone from the outset towards a common, efficient goal.
Teamwork, communication, and cooperation are essential in a project. Ensuring trust and a positive atmosphere among all stakeholders should always be a priority. Interactions and communication among all parties should be continuous to keep the process clear and align with expectations.
Can you discuss a successful outcome or achievement from one of your recent consulting projects and the strategies you used to achieve it?
A successful outcome occurs whenever we establish trust and rapport with clients, allowing us to work together towards the desired results and a shared goal. Building this level of trust takes time; joint efforts, sometimes even setbacks, are necessary from a growth perspective and in the pursuit of solution implementation.
8 Looking to the future, what do you believe will be the most significant challenges and opportunities for BI consultants, and how do you plan to address them in your role?
Currently, businesses of all sizes are increasingly keen on “knowing” their own complexities and data volumes. The ability to analyse correct information flexibly and quickly is becoming crucial across all business sectors.
To achieve this, it is essential to have multidisciplinary teams experienced in implementing solid, robust BI solutions that ensure data accuracy and uphold confidentiality, integrity, and availability. Additionally, demonstrating how Business Intelligence benefits employees and the company, and driving informed decision-making within organizations, will be vital.
Managing Partner