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안녕하세요, 토스플레이스에서 Data Platform Team을 이끌고 있는 박종익입니다. "인사이트는 분명히 나왔는데, 왜 실행은 느릴까요?" 데이터 조직에 있다 보면 이 질문을 자주 마주하게 됩니다. 분석은 쌓이고, 대시보드는 채워지는데 — 정작 제품이나 사업에 직접적인 변화가 일어나는 속도는 기대에 미치지 못하는 경우가 많아요. 저희도 같은 고민을 오랫동안 해왔습니다. 그 고민에서 시작한 것이 바로 Metric Review입니다. 오늘은 저희가 왜 Metric Review를 시작했고, 어떻…
Toss’s Business Data Team addressed the lack of centralized insights into their business customer (BC) base by building a standardized Single Source of Truth (SSOT) data mart and an iterative Monthly BC Report. This initiative successfully unified fragmented data across business units like Shopping, Ads, and Pay, enabling consistent data-driven decision-making and significantly raising the organization's overall data literacy. ## Establishing a Single Source of Truth (SSOT) - Addressed the inefficiency of fragmented data across various departments by integrating disparate datasets into a unified, enterprise-wide data mart. - Standardized the definition of an "active" Business Customer through cross-functional communication and a deep understanding of how revenue and costs are generated in each service domain. - Eliminated communication overhead by ensuring all stakeholders used a single, verified dataset rather than conflicting numbers from different business silos. ## Designing the Monthly BC Report for Actionable Insights - Visualized monthly revenue trends by segmenting customers into specific tiers and categories, such as New, Churn, and Retained, to identify where growth or attrition was occurring. - Implemented Cohort Retention metrics by business unit to measure platform stickiness and help teams understand which services were most effective at retaining business users. - Provided granular Raw Data lists for high-revenue customers showing significant growth or churn, allowing operational teams to identify immediate action points. - Refined reporting metrics through in-depth interviews with Product Owners (POs), Sales Leaders, and Domain Heads to ensure the data addressed real-world business questions. ## Technical Architecture and Validation - Built the core SSOT data mart using Airflow for scalable data orchestration and workflow management. - Leveraged Jenkins to handle the batch processing and deployment of the specific data layers required for the reporting environment. - Integrated Tableau with SQL-based fact aggregations to automate the monthly refresh of charts and dashboards, ensuring the report remains a "living" document. - Conducted "collective intelligence" verification meetings to check metric definitions, units, and visual clarity, ensuring the final report was intuitive for all users. ## Driving Organizational Change and Data Literacy - Sparked a surge in data demand, leading to follow-up projects such as daily real-time tracking, Cross-Domain Activation analysis, and deeper funnel analysis for BC registrations. - Transitioned the organizational culture from passive data consumption to active utilization, with diverse roles—including Strategy Managers and Business Marketers—now using BC data to prove their business impact. - Maintained an iterative approach where the report format evolves every month based on stakeholder feedback, ensuring the data remains relevant to the shifting needs of the business. Establishing a centralized data culture requires more than just technical infrastructure; it requires a commitment to iterative feedback and clear communication. By moving from fragmented silos to a unified reporting standard, data analysts can transform from simple "number providers" into strategic partners who drive company-wide literacy and growth.
In an era where AI moderators and non-researchers handle the bulk of data collection, the role of the UX researcher has shifted from a technical specialist to a strategic guide. The core value of the researcher now lies in "UX Leadership"—the ability to frame problems, align team perspectives, and define the fundamental identity of a product. By bridging the gap between business goals and user needs, researchers ensure that products solve real problems rather than just chasing metrics or technical feasibility. ### Setting the Framework in the Idea Phase When starting a new project, a researcher’s primary task is to establish the "boundaries of the puzzle" by shifting the team’s focus from business impact to user value. * **Case - AI Signal:** For a service that interprets stock market events using AI, the team initially focused on business metrics like retention and news consumption. * **Avoiding "Metric Traps":** A researcher intervenes to prevent fatigue-inducing UX (e.g., excessive notifications to boost CTR) by defining the "North Star" as the specific problem the user is trying to solve. * **The Checklist:** Once the user problem and value are defined, they serve as a persistent checklist for every design iteration and action item. ### Aligning Team Direction for Product Improvements When a product already exists but needs improvement, different team members often have scattered, subjective opinions on what to fix. The researcher structures these thoughts into a cohesive direction. * **Case - Stock Market Calendar:** While the team suggested UI changes like "it doesn't look like a calendar," the researcher refocused the effort on the user's ultimate goal: making better investment decisions. * **Defining Success Criteria:** The team agreed on a "Good Usage" standard based on three stages: Awareness (recognizing issues) → Understanding (why it matters) → Preparation (adjusting investment plans). * **Identifying Obstacles:** By identifying specific friction points—such as the lack of information hierarchy or the difficulty of interpreting complex indicators—the researcher moves the project from "simple UI cleanup" to "essential tool development." ### Redefining Product Identity During Stagnation When a product's growth stalls, the issue often isn't a specific UI bug but a fundamental mismatch between the product's identity and its environment. * **Case - Toss Securities PC:** Despite being functional, the PC version struggled because it initially tried to copy the "mobile simplicity" of the app. * **Contextual Analysis:** Research revealed that while mobile users value speed and portability, PC users require an environment for deep analysis, multi-window comparisons, and deliberate decision-making. * **Consensus through Synthesis:** The researcher integrates data, user interviews, and market trends into workshops to help the team decide where the product should "live" in the market. This process creates team-wide alignment on a new strategic direction rather than just fixing features. The modern UX researcher must move beyond "crafting the tool" (interviewing and data gathering) and toward "UX Leadership." True expertise involves maintaining a broad view of the industry and product ecosystem, structuring team discussions to reach a consensus, and ensuring that every product decision is rooted in a clear understanding of the user's context and goals.