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 #408 of 19,190 LinkedIn creators in Information Technology & Services, and is a standout voice in United States. They have 43.0K followers and published 21 posts in the last 30 days at a 0.2% average engagement rate.
- 43.0K followers
- 21 posts / 30d
- 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
- Big Audience — 42,950 followers · top 5%
- Top 5% in Information Technology & Services — Ranked #79 of 1910 creators
- Consistent Creator — 17 posts in 30d · top 10%
- Top 10% in United States — Ranked #373 of 5940 creators
Recent posts
I turned my entire analytics brain into 139 pictures 🧠 ⇢ 🗃️ + metrics + insights + driver trees + frameworks + causal layer + metric maps Every square on this wall is one cheatsheet. I spend at least 2 hours a day making these. I draw a metric until it stops being a definition and turns into something you can look at and act on. Most of what I know about analytics lives here now, not in my head. I keep drawing them because analytics is hard to read. A good picture gets you to "so what do I do now" faster than a page of theory. Now I want to give the whole set away. Drop "139" and I'l
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Customer segmentation is bigger than RFM and cohorts Here's the whole map, and the half that sits empty Ask an analyst how they segment customers. You'll hear RFM, maybe cohorts or value tiers. 3 or 4 methods, all in one corner: describing behavior already in your data. There are 17 ways to do it, split into 2 ways. What customers did, who they are and why they buy. The default is to camp in the first half, only its descriptive part. The other corners go unused: predicting who will churn or convert, or seeing the job people hire you to do. That's where a segment changes a decision. Of cou
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4 types of metrics To build metric maps correctly and explain them to others, you need to understand 2 key things: what types of metrics exist and the connections between them. Types are what we'll talk about today: 🟩 The most important metrics, the ones that add up to success, are result metrics. This is what you can touch, what you can see in your bank account. They don't appear on their own – they are always formed by other result metrics or by lever metrics. 🟦 Lever metrics are the indicators you can manage directly. Back in the day we singled out this type on purpose, because every
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