Dmitry Nekrasov — Your dashboards are not the problem. The missing causal layer underneath them is. That’s what I build
Your dashboards are not the problem. The missing causal layer underneath them is. That’s what I build
Dmitry Nekrasov ranks #453 of 18,566 LinkedIn creators in Information Technology & Services, and is a standout voice in United States. They have 43.0K followers and published 19 posts in the last 60 days at a 0.2% average engagement rate.
- 43.0K followers
- 19 posts / 60d
- 0.2% avg engagement
- 145 follower growth / 30d
The roast
Dmitry claims he helps Shopify stores stop guessing, yet he has 42,000 followers and can’t get two hundred of them to care about his posts. He’s running a company called Jetmetrics, which is a fitting name for a business whose engagement is currently waiting on the runway.
About Dmitry
You have dashboards. Plenty of them. What you don't have is a straightanswer when a number turns red on Monday and someone asks why.That gap has a name: the causal layer. The cause-and-effect logic that sitsunder your metrics and tells you which one drives which, who owns it, andwhere to push when it goes red. Dashboards show you what happened. Thatlayer tells you what to do about it.I'm Dmitry. I've spent 8 years on this one problem.My take, and not everyone likes it: AI, dashboards and KPIs are just tools.The causal layer is what makes them add up to a decision.Started a BI agency in 2017, built dashboards for brands like Campari.Honestly, half of them probably never got opened.Built JetMetrics in 2022 to fix it from the tool side. Worked, kinda. Closed it this year to focuson the part tools can't fix: the thinking behind the charts.These days I do 3 things:+ TEACH THE CASUAL LAYERMy last cohort was 23 people from banking,manufacturing, SaaS, even a gold mining company.+ CONSULT ON ITRecently with ECCO, untangling 1500 SKUs down to thehandful that swing the P&L.+ WRITE ABOUT ITMostly maps and cheatsheets, on LinkedIn and Substack.This is for Heads of Analytics, CDOs, the operators who lean on them, andthe senior analysts who want their job. The people who have to explain whya number moved, and figure out what to do next.If your reports answer "what" but never "why," we'd probably get along.Start with the newsletter, pinned in Featured up top: maps and cheatsheetsmost weeks, no filler. And if you want something to use this Monday, I keepa library of metric maps and templates on Gumroad.
Highlights
- Top 1% in Information Technology & Services — Ranked #19 of 1910 creators
- Top 5% Audience — 42,950 followers
- Top 5% in United States — Ranked #182 of 5851 creators
- Top 5% Creator — 19 posts in 30 days
Recent posts
"Let's add this metric. And this one. Oh, there's still room on the page, let's throw in that KPI too" Adding metrics "just in case" is one of the deadly sins of analytics. That's how reports turn into warehouses of KPI cards. One person we interviewed summed up that kind of reporting: "they read it out every week and do nothing about it" We've seen it from juniors and seasoned seniors alike. So we put together an algorithm you can run any metric through. 8 questions, 4 possible outcomes: + add it; + add it in a different form; + move it to another report; + skip it. A metric doesn't hav
9 reactions · 2 comments · 0 reposts
The anatomy of LTV in a non-subscription business [4 components, 19 drivers + 1 question for each] We created our 1st LTV driver tree in 2023. Since then, we've significantly improved our methodology and put together version 2.0. The 1st version had only 3 components and 10 drivers, and LTV was calculated based on revenue. This 2nd version now has 4 components. We've added contribution margin and 6 drivers that influence it. It’s now widely accepted that you can’t directly increase LTV. You can only break it down into manageable parts. 2 examples: Example 1 LTV's component: contribution
38 reactions · 2 comments · 0 reposts
Do you know the easiest way to lower CAC? Here’s the answer: just forget about adding up all the expenses This time, let’s look at the cost of acquiring a customer. This is also known as CAC (Customer Acquisition Cost). CAC helps you understand how much each new customer costs your business. It’s especially useful to track how this cost changes as your budget grows, new channels are launched, and you reach new audiences. The formula seems simple: - Take your acquisition costs - Divide by the number of new customers - Get your CAC Sounds easy enough. But in practice, there are a lot of ca
93 reactions · 3 comments · 13 reposts
Last updated 2026-08-01