A practice built around measurement that holds up.

Lanternpath grew out of a simple observation: most organisations accumulate reporting over time without ever stepping back to ask whether the outputs are still serving the people who use them. Dashboards multiply. KPI lists grow. By the time leadership notices, a meaningful portion of the analytics team's effort is going into reports that nobody reads with any regularity.

The practice was founded in Singapore with the intention of offering a specific, bounded service: come in from outside, look clearly at what exists, and help the team make a considered choice about what to keep, refine, or retire. No long-running transformation. No permanent dependency. A clear piece of work with a written output at the end.

Over time, that initial scope expanded to include two adjacent offerings — a one-day KPI definition workshop for leadership teams, and a monthly sounding-board arrangement for analytics leads who want a candid outside reader for the data they are presenting upward. Both follow the same principle: bounded, written, useful.

We work with Singapore-based businesses across a range of sectors. The common thread is that someone in the organisation has taken on responsibility for internal reporting and wants a structured conversation about whether it's working as well as it should.

Singapore's business environment places a consistent demand on leadership teams to interpret internal data and present it clearly upward. The challenge is rarely a shortage of data — it is, more commonly, an excess of reporting that has accumulated without a periodic review of what is actually informing decisions and what is filling space.

Lanternpath specialises in the specific and often underserved work of bringing order to this situation. Our Reporting Stack Review engagement was designed precisely for organisations that have reached a point where the effort of maintaining existing reports has begun to outweigh the value of the information they produce. The three-week structure gives us enough time to conduct a proper inventory, speak with the people who use the reports, and produce a clear written assessment.

KPI selection is a related but distinct challenge. Many organisations carry a large number of metrics under the heading of KPIs, with the result that nothing is treated as genuinely primary. Our KPI Definition Workshop creates the conditions for a leadership team to work through this question together and arrive at a small, agreed set of measures — each with a proper written definition — that can sustain regular review.

For analytics leads who want ongoing support, the sounding-board retainer provides a structured and discreet arrangement: two calls per month, with written notes, and the option to share dashboards or reports for review. The value is in having a consistent outside reader who knows the context of what is being presented and can offer a candid assessment before it goes upward.