Meetings Matter Chatter
Industry trends and topics pertaining to the travel and meetings industry
Meetings Matter Chatter
Data Unleashed: Transforming Numbers into Narratives with Edward Gleaner
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In this episode, Global Business Analyst Edward Gleaner will help us explore the intriguing realm of business analysis including the insights that can be uncovered through data. He'll provide some effective techniques for visualizing data in presentations and address the opportunities associated with data management in the meetings industry. Prepare for an engaging experience rich with valuable tips and inspiration!
Hello there. Welcome to Meetings Matter Chatter. My name is Jenna Baker, and I'm the Vice President of Account Management at BCD Meetings and Events, and I am your host. Today I am very excited to be joined by Ed Gleaner, who is a global business analyst at BCD ME. And the reason I'm so excited to have Ed here is because every time I talk to Ed, I learn something new. So who better than to have as a guest on my podcast? So, Ed, welcome.
SPEAKER_01Thank you. You've set the bar pretty high there. I'll try not to disappoint.
SPEAKER_00I don't think you will. Why don't you uh tell the listeners about your background? How did you end up as a global business analyst?
SPEAKER_01So ironically, I started my undergrad career as an international business major with a minor in German, but then switched to English secondary education with a minor in psychology. And yet now I work in international business. So it really started with that liberal arts degree. And during college, I was doing temp work for a mortgage company. And that's where I learned Microsoft Excel, Microsoft Access, and was starting to just get onto like data compilation work. Right after college, I did take a social work job for a little bit, but when I came back to reality, I had a uh that same manager that I worked with in college actually called me up and hired me for Radian Guarantee, a mortgage insurance company in Philadelphia. And she hired me as a billing clerk. Very mundane, nothing analytical, very operational, running invoicing transactions, checking them against timesheets, and creating Excel templates with per diemes or per transaction invoicing. But it didn't take long to realize that all of these transactions were batching into a system that was probably DOS-based at the time, because it was some years ago. And what I was able to do was actually run all the transactions at once against all of the billing structures and have it spit out through Microsoft Access an automated invoicing process. So I automated three people, 22 business days per person per month, automated us all down to like one hour of work per month for an entire invoice cycle. So it was my first foray into working with a very large data set and automating a process to narrow it down and have it spit out according to various structures. So that was an awesome foray into getting started as an analyst. From there, I'd made a name for myself at Radian and I built a uh a contract management system. They had about 10,000 of these billing contracts sitting in drawers, and they were trying to build this homegrown system and said, Okay, you know, we can build the system, but we've got a little problem here. Everything's hard copy sitting in file cabinets. And my boss, the same one from college, took me into this meeting for whatever reason. I felt like the pipsqueak in the corner, you know, young 20-something year old sitting there, and I quietly said, Well, I can do that. And everyone just stopped and said, What do you mean you can do that? It's like, this is just another uh database. Like, uh, if you give me a team of people to start pulling the contracts and enter them into the database, I can create a quality control system and we can get this data scrubbed and put into the homegrown system. And they did, and it did, and it worked uh very well. So that is my career over at Radiant Guarantee. From there, I moved to a subprime mortgage lender, which went as well as you everyone thinks it did in the year 2008. But there I was working in risk management, analyzing large data sets of loan info. And I say large data sets, we're talking hundreds of thousands of loan transactions. And working with banking data is always so interesting because you've got credit scores, loan-to-value ratios, debt-to-income ratios, and you can do all this really exquisite modeling with it. So it was absolutely no surprise to me when the company folded up because our foreclosure rates went way too high for making too many loans that we shouldn't have. But I saw it coming because it was my model. So from there, I found this company that I had never heard of in an industry that I had never thought about. And it was BCD, meetings and events. And though I didn't have any experience in travel or meetings, data, data is data, and I fit the software requirements. It actually turned out the senior analyst who hired me here also came from banking. So good thing my resume came across his desk because he knew what he was getting in for with me. So I came into BCD in 2009 under a client team that soon went global. And now, years later, I work with uh worldwide markets on multiple accounts and multiple business analysts.
SPEAKER_00Wow, Ed. So wait, I want to go back to college. So you majored in, did you say psychology, German, business? What was the third, the fourth thing?
SPEAKER_01Uh education, secondary. I did do student teaching. I loved it. Uh, eighth graders. And you know, working with liberal arts in the end. So I did graduate with just an English degree, but that really gives the foundational knowledge of becoming a business analyst. It's that foundation of communication that got me rolling here.
SPEAKER_00Well, again, see, this is why you are the perfect guest to talk about how we can tell stories with our data. Now, can you still speak German?
SPEAKER_01Uh, I can.
SPEAKER_00Really? Hopefully that was an appropriate uh thing you just said. Very good.
SPEAKER_01We might have to edit that out later. Run it through a translator. We'll we'll find out.
unknownOkay.
SPEAKER_00So, all right. So coming back to the here and now, you are a business analyst. Now there's also something out there called a data analyst. Are those the same or are those are different?
SPEAKER_01There is a difference. So, data analyst works on extracting, scrubbing, and and other technical aspects of the data storage and manipulation. They probably use a whole different set of software out there to do all of the technical behind-the-scenes stuff to get it ready for a business analyst to come in and actually interpret the data, make sense of the figures, know what looks good and right or what looks out of the ordinary. And the business analyst also has to work on their communication skills to interpret the client requests and uh possibly give those specs back to the data analyst. You know, I look at the movie Office Space, and you've got, what's the name? Thomas McCowski, right? And they say, Well, why can't the customers just give the specs to the engineers? And he's like, Well, I take the specs and I give it to them because I'm good, you know. It actually is kind of like that. I understand his frustration and trying to explain it, and I laugh at it now, but um, you know, that's uh that's the big difference is the business analyst has to do more interpretation and communication directly with the client and also be able to work with the data analyst. So we don't, as business analysts, don't always know exactly how to bend the technical specs to our will. And that's where we work closely with the data analysts.
SPEAKER_00Got it, got it. Okay, so then if we talk about some of the technical skills that you need to have as a business analyst, what are those? Because those, I mean, you were mentioning DOS, like they're over the years, technology, we still have Excel, but technology changes. So are you constantly having to learn new things or is there like a set of tools that are kind of the standards?
SPEAKER_01Well, there's the old standbys of Excel and PowerPoint, and those are just enough to get you started. In Excel, it's key to know pivot tables and VLOOKUPs, things where you can tie data sets together and quickly summarize data sets. And then, of course, in PowerPoint, you know, get them looking good for client presentations. But we do more than that now. If we go back 10 years, those were the programs that I lived in. Everything was really Excel. And for me, Microsoft Access was my favorite way of aggregating the data. Now I'm using SQL and Power Query, and then Power BI or Tableau. So I was using Tableau and BCD is migrating over to Power BI dashboards. They're both ways of creating beautiful interactive dashboards, and that is again in the power of the business analyst to be able to put these together and know what's going to look good on a page. Uh, I'm constantly using the web to research new functions on these programs. Even Excel is constantly coming out with new features and functions, array functions that used to be so cryptic and misunderstood are now becoming much easier to use. And as we look forward, I'm sure AI is going to play a role in saving time, possibly writing code, or even be able to feed it data sets and have it help to find the stories. It'll always require the human intervention to make sure that it's not hallucinating and that what comes out does make sense. But I think there's a lot to be done with AI in the future. More to come.
SPEAKER_00When you created that automation at your at that company when you said you took three or four people's responsibilities and it it per month, you know, 20 hours a month, and then whittled it down to one hour a day. Did that reduce your colleagues' staffing numbers?
SPEAKER_01Uh yeah, the whole billing team went away at that time.
unknownOkay.
SPEAKER_01Including my own job. And that boss, she was very smart. She said, a lovely woman from Poland with bright red hair, she said, Eddie, do not automate yourself out of a job. Well, I did.
SPEAKER_00Oops. You did. You did. But but, you know, you learned a lot, and uh you just transferred those skills.
SPEAKER_01Hopefully, the two billing clerks that I worked with also went on to learn great things after that.
SPEAKER_00I'm sure they did. All right. So you've got your tools, you've got your data. Let's move into talking about that storytelling, the visualization. Like, how do you show the information to clients in a in a way that will engage them? Because as you know, a lot of people just kind of glaze over when they start seeing a lot of graphs and charts.
SPEAKER_01Oh, absolutely. So it happens with time. BCD is much more mature now than when I started uh many years ago. My first day at work was a little harrowing. I came into an office full of people, and with there were just stacks of paper everywhere. And I was given a computer, a username and a password, and told, go, to which I've responded, go where? Go to lunch. Just go. So it actually starts with essential reporting. And so back then I started prowling through the meetings management system, and you start to learn what makes sense, what's repeated, what's constantly filled in. Run those extracts out of there to create your essential reporting, workload list, basic spend, basic savings, RFP data if you have it, savings percentages, and then move on to quality control reporting. Where are the holes? Make sure you actually have a good data set to work with. From there, you work with the client or your own BCD stakeholders, your ops manager, even your coworkers, to figure out common aggregations and most importantly, who is consuming the data. Do they want graphs and charts or do they want a nice, clean, formatted QC data list? Either way, when I provide something of value that's not a wrote weekly report, keep in mind that a written analysis is key. Don't just send a report without some sort of story behind it. As the BA point out, key drivers of metrics, high and low outliers. Try to anticipate questions and answer ahead. If something doesn't look right, don't wait for them to come back to you and say that doesn't look right. This is where the value is in this role. You know, learn from the other analysts. I was lucky, like I said, there was that the senior analyst who had seen my resume that liked me, and I was able to lean on him a little bit in my first few months. Now we have such a nice big team of BAs, we all talk regularly and share ideas. And of course, Teams makes it nice and easy from there. So, like I say, you start with workload and quality control reporting, grow into trending reports by service lines, products, year-over-year stats. And then the final step of extrapolation is to try to figure out volume projections and even staffing models. Since we do have a nice deep pool of time tracking data, uh, these are things that we can do here at BC Day.
SPEAKER_00So you came in with, so you had the banking background, so you didn't know anything about meetings and events. Because I always wonder for a business, because it's unlikely that we're going to get a business analyst in that really is familiar with this industry. It's a large industry, as we know, but a lot of people are not familiar with it. So sometimes I wonder like, do you need to go on site at a meeting to really understand? Or is it just, it sounds like you just kind of were really investigating the data to figure out what we were trying to capture. Like, how did you kind of figure it out?
SPEAKER_01Well, a love of travel certainly helps. If you ever go attend a convention for your own personal extracurricular, and you start to think about all the moving pieces, you know, I took a plane. First I had to get to the airport. Well, no, first I had to register for the meeting, the convention, and then I had to get to the airport, take the flight, and then transport to my hotel, stay at my hotel, and then pick up my registration packet, and so on and so on. It just comes with that natural experience of thinking about what is involved. Now, since I work on the life science side, I was actually very lucky that in my first months we had orientation at our client's site where they actually walked us through their various meeting types and gave us great details on what it meant. So it was a life science client. Um, not afraid to say their name, it was Wyeth because Wyeth is no more. But it was really cool to think about well, if something is a um an advisory board meeting, what exactly is an advisory board meeting? So that was pretty awesome to get to know all of that. But the rest of it, you know, you fall into it and as you're reading through budget lines and you're looking at the hotel RFP information, it really does start to come together and paint the picture of all the things that, like I said, when you travel personally, you probably didn't think about because you're seeing the end result of all that meeting planning and sourcing and web registration that went into everything, and you're just the end user of it all. So the experience of travel uh really helps to complete the story.
SPEAKER_00Yeah, that's that's I'm picturing you walking through an airport and looking at things and like data boxes being filled in your mind. I'm sure that's not how it is. But that uh you're right. I mean, people know travel and the whole Queen's Dambit situation whenever they stuck out as a public.
SPEAKER_01It is haunting.
SPEAKER_00Exactly right. All right, so we've got all that data, we've got the essential reports, we can make charts and graphs. You use PowerPoint a lot. Most of our customers use PowerPoint, that's what they're familiar with. What about some tips for displaying data? Because you probably wouldn't suggest, you know, 30 slides of data and pie charts and graphs and all this stuff. People won't really understand it. Do you like limited or have certain ways of showing it on a PowerPoint? What would you suggest there?
SPEAKER_01Funny you should say pie charts, because before I answer that question, I read this book about uh creating beautiful data graphics. Just when my father-in-law gave it to me for the holidays, he said, I can't believe this was on your list of something you wanted as a gift. I said it's interesting to me. And one of the things that the book said was avoid the food graphs, pie charts, donut charts, spaghetti charts. Oh, okay. A pie chart all by itself, a percentage, doesn't actually tell you anything. You need more information behind it. You need to know uh first what the population was behind a pie chart. So when you present data to a customer, you really have to do some digging to find out what they're most interested in. It's funny because in the pre-read before we started recording today, your exact question to me was do you have any tips about how to show the data in a way that people understand? Or it can be boring to the viewer. My answer is no. No, but if someone is not interested in data, it's just not going to be interesting to them. In which case, what they actually do want is the narrative. Highlight the key drivers of performance. Uh, an interested person, though, will want the graphs behind the graph. So, okay, so maybe you do start with that pie chart because you're working with someone who just absolutely adores pie charts. Make sure you then dive deeper and say, okay, you know, it's a 40, 60 split. Now behind the 60, here's all the drivers, and you create a more useful graph behind it, whether it's um, well, I guess it would be more of a bar chart or a column chart to actually show the distribution of actual volume by numbers instead of percentages. Don't just try to tell the data story in fancy charts. The numbers can get completely lost in there the more graphics you add. And again, that goes back to that book about just simplifying the chart experience. So I think folks are most interested in actionable items. Where have we been and what's next? If you start a presentation, I'm thinking about a business review here. Start with the narrative, then show the numbers instead of the opposite. If you start with the numbers and then go to the narrative, they might already be asleep at the wheel and not listening to you. Start with the so what and then give them the numbers. That is my tip.
SPEAKER_00Yeah, I think that's a great tip. Because uh if it was a pie chart and it said 75% of customers are satisfied with the service, but the population was four customers, then that's basically useless. You need that data. So then if we're whatever we're using, a bar chart or whatever, so you would recommend that maybe we just if we're doing a business review, like you said, we start with a story. We have low customer satisfaction numbers because people aren't answering surveys. That's the sort, maybe that's the headline. And then, you know, and then you would go to the graphic of four people responded out of a thousand or something like that.
SPEAKER_01Exactly. Yeah. And when you present to a customer at a business review, there's going to be different types of people in the room. If you've got a complete data nerd in the room, but they're pretty high up on the food chain of that client, I would put that stuff in an appendix. Because if they're really in that into the numbers, they will take the time after the meeting to go look at those charts and then come back to you with questions and invite them to ask the questions, but set the expectation of most people don't go around memorizing all the facts and figures. I would rather give a pointed and researched answer. So you take the time to read through the numbers I've given, and I'll take the time to answer your questions at the end.
SPEAKER_00What about look and feel? Because I can be distracted if I feel like the slides don't look nice or um something looks a little sloppy, or maybe they're using a red font. Is that something that you take into account?
SPEAKER_01Absolutely. Again, it was part of that book. It was minimizing borders, getting rid of clutter. Even a dark black font should only be used for emphasis. The rest of it can be a very dark gray. And if there is no black emphasis font on the screen, people won't even notice. But it's just enough to draw your eye around the page. And this can go for any position, not just a business analyst. I'm sure operations managers and account directors are also putting together slides. Know the flow of the eye throughout the page. Show it to your significant other, even, and just say, hey, does this look good to you? Because if it looks busy to a stranger who's not even in the industry, you know, it's it might not flow well in the client presentation either. So I definitely think you don't want to put too much on a page. Oh, my biggest pet peeve is when people put paragraphs on PowerPoint slides. Because guess who they're not listening to anymore in the room?
unknownYeah.
SPEAKER_01They're just trying to read the slide. And so help me if you Ben Stein this thing and you just start reading the slide in monotone. It's this, that, and the other because of this. That's another surefire way to lose your audience. Try to speak dynamically, allow pauses for questions. That wasn't an intentional pause right there. But try to make your business reviews and presentations more conversational. I think as we move through the meetings landscape, people are looking for less lecture opportunities and more interactive, collaborative opportunities. In one of my extracurricular roles, I'm actually helping to plan a convention right now in a nonprofit that I work with. And I think being on the committee is absolutely amazing. And it's because of this industry background that I have, I'm taking that information over to the nonprofit side there and saying, you know, let's make sure that we take mindfulness breaks and that we have conversation areas out in the hallways. And I we did a pre-convention survey as well, which is another idea that I got off of a training that I had taken here. And people said that they really want less of the lecture style, less of the keynote. They want more interactive, hands on or panel discussion activities with free time for networking, collaboration, socialization, especially when so many of us are working from home right now. I think that getting together and allowing time to socialize for that water cooler talk is just as important as the information that you're going to present.
SPEAKER_00Yeah, I think that's really great advice because I like the interaction. You certainly don't want your listeners to just be, yeah, reading slides and then writing their questions down and waiting for you to go through the whole thing for 30 minutes and then say, is there any questions? And then they have to refer back to a slide 15 minutes ago. You also have done something really cool at BCD with a forecasting, like a staffing and forecasting calculator, because some of our customers don't necessarily know what their volume is going to be year over year. Sometimes they don't get good numbers from their business owners. And so they might just guess that it's going to be flat or maybe they hear from corporate that we're having some cuts and it's going to be a 20% cut, but they don't necessarily have true numbers that we can use to properly staff their meeting. So can you talk to our listeners about the model you've created and how that works?
SPEAKER_01Absolutely. So it actually does count on having at least some sort of history or some sort of projection. So in order to create a projection model and this goes for staffing and budgeting figures and even some of the volume projecting, but we'll talk about staffing and budgeting for a moment here. It's a combination of that time tracking and projected volume. So at its highest level headcounts are determined by a very simple formula to be the average hours per meeting per role times the number of projected meetings allowing for non-meetings tasks. So if a person spends 85% of their time working on meetings related tasks, we need to make sure that that is accounted for because otherwise we say okay I'm projecting 1,000 meetings and they take uh 10 hours a piece. So you know we need whatever that was I think I said a thousand times 10. So we need 10,000 man hours now divide that by a headcount looks like we can do with five people. Well you also forget that don't forget rather that there's still people and they're not working all day long on just those meetings. There's other things to do. So it might be six people there's math there. So this gives you the headcount per role and then on top of that you can then determine what kind of management structure you might say. So for every five people in one role we'll need an operations manager and then support staff. Okay if the team is going over 50 people now we need project accountants or a business analyst. You should always have a business always yeah um you can get complex with this model by breaking it down by meeting types and honing in the average hours per role. If you're a brand new account you could try to take benchmarks from similar accounts and we do have that rich history of data in this area. And then the last piece of it as you alluded to it takes that business knowledge. So if you're trying to project next year off of last year are they do they believe there will be an upturn in business or a downturn? And you can try to figure this out a little bit from the news of that company did they acquire a business? Did they shed a business line? Do they have a product that just had a recall is it going off patent? So there's a number of things where you do have to work with the client to try to figure out those volumes. You don't want to always be so reactionary and try to get your staff up because remember it does take time to onboard people too. This way it also passes the blame a little bit. It won't entirely be your fault if your team isn't all the way up to snuff on day one. But better to start a little short than over and you know you don't want people sitting around bored and trying to justify your expenses. When the time tracking data comes in you find out that people have just been you know playing Candy Crush all day.
SPEAKER_00Well I know that that tool has been really really helpful for us because it's just um it takes some of the emotions out of it because sometimes I always find with time tracking, you know, people might say oh I worked 60 hours last week and they might feel like they did. Maybe they did but in most cases they probably didn't and so sometimes it's really helpful just to have kind of the black and white detail and the numbers to figure out all right how many how many people do you do you actually need absolutely and you know that's really a management decision there because I like to think about it like a hard hour or a soft hour.
SPEAKER_01You know when you are you've got your nose down you're really grinding away for an hour the mental toll that it can take on you can feel like you said can feel like more hours than it actually was. And people need that that mental room to to break and you know ease up on the work there. So even if you're only working 40 even 45 hours a week but they're very hard and you're feeling rushed and that can lead to mistakes and it can lead to lower customer satisfaction. And that's all part of it. But you know the numbers aren't going to support that. But by all means if somebody is burning that midnight oil, you know, these are not tattletale reports here when somebody's time tracking I'm not personally I'm not looking to see what their tasks were. I just want to know whenever they work on a meeting because then once I have that meeting ID in the time tracking data that's what helps me to get all the other attributes and all I need to know is okay meeting manager hours on this meeting were 40 hours, whether it was one person or five people doesn't matter. That's what I need to know because that's going to help us project what headcount we actually need.
SPEAKER_00So let's talk a little bit talking about kind of brain overload I'm trying to put myself in your shoes a day in your life and it seems like on one hand you're saying you you spent a lot of time doing research, learning new new tools and technologies. There's a lot of time where you're crunching numbers and that requires you to really focus. And then there's probably some time where you're sort of like I'm imagining just kind of having deep thoughts right like you know what can I do differently here? How could I automate this, etc. And then you also get these ad hoc requests which happen all the time which is oh I need this report by six o'clock for my customer and you've never done it before and give it to me.
SPEAKER_01So can you just tell me a little bit about what your typical day would be like I didn't accidentally share my screen because you're not reading my notes because you're not wrong. So what she said. So my day always starts with a data import where I QC the data check for the proper load and look at key fields for errors. And then once everything loads up I distribute or post the automated reports followed by producing the manual reporting especially high touch reports that might concern standard of excellence agreements, management fee invoicing, or honing the headcount forecast, which is a fluid model and needs constant attention. Beyond that, I'll create ad hoc reports which are easily done through SQL. I'll modify any existing reports per email specifications you know just because it's set and sent doesn't mean that it's finalized. Everything should be a relationship and reports should stay relevant. From there I'll start to tackle my to-do list of Power BI dashboard implementations for specific clients or cross-client reporting. When I need to take a little break I will take training to sharpen skills and software I use every day. There's always new features and functions to learn. Certain days of the month are more stressful than others as we move through weekly, monthly, quarterly reporting cycles all their days do allow for free thinking and innovations. Now I love having a long list of projects to choose from of course urgency will rise to the top but on days when I want to be more thoughtful I can do that in this role as long as there's nothing hounding me in my inbox.
SPEAKER_00But you still need to have some time like it sounds like you structure your morning to have more of the kind of data driven task. Maybe that's when your mind is most sharp. I know mine is and then as we get towards three four o'clock it's it's not not helping me so much. What do you do like how do you find like work-life balance? Like do you meditate? Do you take walks? Like what do you what do you do to kind of clear your mind?
SPEAKER_01Well I do like to start each day with either a walk or a trip to the gym. But um as for the workday and the work life balance so I was talking about like hard hours versus softer hours with my 16 years of tenure here at BCD client reporting is so well automated at this point that it allows me to focus on ad hoc ad hoc and high touch innovation projects. So what I do to maintain the work life balance and keep things moving in that direction is I migrate as much as possible to our Empower Insights platform. And when it comes to ad hoc requests I do have base queries that I wrote so you slow down you think about what could be coming in the future. So essentially I have written ad hoc queries to answer myriad ad hoc requests. I just open one of these base queries, change the output fields and it's good to go most of the time. Because of all of this setup work that I've done over years of experience here I'm able to log off on time most of the time taking the time to slow down and think about process repeatability makes for a low stress workday but it's in the evenings where things get more stressful. So I'm a father of twin teenagers and my wife is a vice president and a nonprofit that she's involved with. I'm involved with multiple nonprofits. So we all fight for our calendar space in the evening but it's great having these these other things to do that can go out and make a hands-on difference. And that's really how I maintain my work life balance Monday to Friday and then on the weekends we'll either do some volunteer work with one of those nonprofits or we'll travel. Just last weekend we went to Williamsburg Virginia to go to Busch Gardens. Try to take big trips every one or two years. So it's always about having something great to look forward to and not just extracurricularly but at work too. Try to find that one project that excites you.
SPEAKER_00That's awesome Ed that you are an inspiration. All right I've got one more question for you and then I'll let you off the hook. So for those listening I think we've learned a lot today what is the one the most important thing that you'd want them to take away from today's podcast?
SPEAKER_01Most important thing is to know your audience don't give away too many details if they're going to get lost but do provide the details if they are analytical. Allow your business analyst the latitude to get to know their clients then trust your BA to interpret those specifications.
SPEAKER_00Okay we we got it folks know your client don't overcomplicate it. Very cool. Ed thank you so much for joining me I really learned a lot as I knew I would and uh I hope you will join us again in the future. Absolutely my pleasure that's all the time we have for today. If you liked what you heard please subscribe or leave a review. Next time we'll talk about sustainability including how quickly we need to act and the small things we can all do to contribute to our futures. I'm Jenna Baker thanks for listening to Meetings Matter Chatter