Good data nobody used.
Dashfeed exists because the same problems kept showing up in every data stack I worked on. This is the short version of how it got built.
The stack kept getting built. It kept not getting used.
I spent a long time building data stacks for other people. Pipelines, warehouses, dbt projects, dashboards, the report that goes to the executive team on Friday.
The work was good. The data was good. And then almost nobody used it. Not because the numbers were wrong, but because getting to them meant remembering to open something, and the people who needed the numbers most had the least time to go looking.
So I kept watching the same thing happen. A company would spend real money on a modern stack, hire someone to hold it together, and still run the business off a spreadsheet and a gut feeling. The stack was built. The stack just never reported to anyone.
Dashfeed is the fix I always wanted to build. Connect the systems a business already runs on. Model the metrics once, with the team, so every number traces back to its source. Then flip the direction. Instead of people going to the data, the data goes to them, in a feed, an email, a Slack channel, or a text, with what changed and why already written.
We have been building it for over a year now, and I have been lucky to bring in an amazing team to build it with. Engineers who have run these stacks themselves and know exactly where they break. When you book a call, you talk to one of us.
If you have good data that nobody uses, that's what we fix.
James Draper, founder
Four problems, every company.
The dashboard nobody opened.
Every company I worked with had a dashboard project. Most of them shipped. Almost none of them got opened after the first month, because a dashboard asks the busiest person in the building to remember to go look.
Five vendors and a person holding them together.
Ingestion from one company, a warehouse from another, transformation from a third, BI from a fourth, and one engineer whose whole job was keeping the seams from splitting. When that person left, the stack stopped.
Four versions of the same number.
Finance had one churn number, sales had another, the board deck had a third, and the analyst had the real one in a notebook. Every meeting started with an argument about which one was right.
The report that took six weeks.
A question from the CEO on Monday became a ticket, then a scoping call, then a consulting engagement, then a deck. By the time the answer came back, the decision had already been made without it.
Talk to the person who would build your stack.
Thirty minutes. Bring the question you cannot answer today. See how the platform works first if you want the tour.