The Blueprint

Growth Partner

Cogniva

You want to generate demand for your business and build and expert presence on LinkedIn. 

I know how. 

Most founders I've worked with has these problems: 

- Being invisible on LinkedIn 
- Struggling with ideas and consistency 
- Spending too much time writing content that doesn't resonate

I use content to position you as the leading authority in your industry and make sure your ideal client recognises themselves in every line you publish. 

What's in it for you? 

- A personal brand that positions you as a leading expert in your industry
- A demand for your services
- Visibility for your business
- Warm leads

Best of all? You don't have to worry about it anymore. 

And you can go back to what you do best - serving your clients.

Founder

Data Scientist

CareerFoundry

Course Reviewer

Data Science Content Creator

Experian

Associate Data Modeller

Decision Technology Ltd

Data Analyst - Commerse

rublys GmbH - gamified mobile marketing

Market Analyst

Wiener Gesundheitsförderung

Analytics Project Assistant

Helping you get more business through a real data-driven strategy | Curate a highly tailored and relevant network | Attract high-ticket clients without living on LinkedIn | Founder and CEO @Cogniva Analytics

1.5 years ago, my business was relying on inbound leads only. I was stuck in a feast-famine cycle. 

Today, I’ve helped build a successful multi-6-figure coaching company, The Blueprint.

In doing so, we had to master how to:

- Book qualified sales calls
- Turn them into paying clients
- Do it consistently

Without:

- Working 12-hour days behind a laptop
- Waiting months for results
- A large audience or advanced marketing skills

Now, we generate 5-10 leads per day.

And we’ve helped 200+ coaches and consultants do the same:

📌 Hasan Kubba: £120,000 in new revenue
📌 Sam Eaton: Sold out multiple masterminds (£5K per client)
📌 Harrison Cantel: Scaled from £4,000/mo → £10,000/mo
📌 Harry Phokou: Increased revenue from €2,000 → €8,000/mo
📌 Beth Hocking: Grew from 5 → 15 leads a month
📌 Ross Brown: Signed 12 clients in 3 months
📌 Matthew Proctor: Closed $40,000 in monthly retainers
📌 Camilia Berrada: Sold her £15,000 programme
📌 Chris Tran: $20,700 closed in 4 weeks
📌 Maya: 13 booked calls & 2 inbound leads in 28 days
📌 Gail: Booked her first ever sales calls in 3 weeks
📌 Maria Reid: 10 sales calls & 5 inbound leads in 1 month
📌 Dan: Booked 30 sales calls & 5 new clients in 3 months
📌 Susan: Signed a £6,000 contract in just 57 days
📌 Hollie: Booked 3 sales calls in her first 3 weeks
📌 Megan: Consistently booking 5+ sales calls a week
📌 Jesse: Grew from £6K → £10K/month in 4 weeks
📌 Emory: Closed £15,000 in his 1st month
📌 Sam: Books 3-5 meetings weekly with high-net-worth clients
📌 Deveshi: 5-6 calls booked weekly → 4 clients signed in 2 months
📌 Jordan: 5 calls per week consistently after 2 months
📌 Sonali: 8 weeks → 9 qualified leads & 2 new clients
📌 Alan: Signed 2 new clients, £5k monthly revenue in 21 days

To name a few.

If you’re serious about growing your coaching or consulting business, use the ‘book an appointment’ link to see if you’re ready for our program.

Dana Daskalova 🟠

Tris J Burns 🔥

Data is largely viewed as a technical challenge rather than a business one by leadership teams across industries. This causes them to be disengaged from data’s potential as an effective business driver and to focus solely on technical initiatives and solutions.

Through my data leadership coaching and group facilitation, I help data leaders and leadership teams develop robust data-centric cultures to help them increase accuracy and velocity around decision making to maximise ROI from strategic initiatives.

I combine my extensive career experience as a Global Head of Data within a Fortune 500 alongside my experience as a consultant, coach and mentor to work with leaders to develop a company wide, data-centric culture that will ensure individuals and organisations are in the right place to maximise their growth potential.

I am deeply passionate about technology and startups and have been endorsed by Tech Nation as a Global Talent in Tech. I speak frequently at tech events and have experience as a founder having started two marketplace businesses.

Director

My toxic trait is that I don't believe data folks should field data requests from stakeholders - at all. 🫢

We should be close enough to the business that we preempt their data needs and participate proactively in the decision making process. We should know what data is needed and when, and bring it to the conversation.

Of course, we can and should answer questions as part of that conversation.

Bu the current service desk/dashboard factory dynamic we've created for ourselves is dumb and produces little, if any, real value. 

It also excludes us from the wider conversation, because once we've provided the data we're rarely needed any further.    

In an ideal world, we'd already operate like this. But alas, we live in the current world and if we stopped taking data requests today we'd all get fired tomorrow. No bueno.

What we should be doing today is implementing processes and behaviours that allow us to crawl slowly out from under the burden of the service desk role, so that we can dedicate time to becoming the influential business partners I described above. 

We need guardrails and parameters for what we will accept and what we won't accept, with VALUE and strategy as the core components of our framework. 

I'd love to know what you think of my intake framework below 

👇🏻👇🏻👇🏻👇🏻

----------
Hi I'm Tris 🔥 and I help data leaders become more strategic and influential in their organisations. If you'd like to discover how I can help you, why not grab a free 30 mins with me to discuss by heading here: https://lnkd.in/gb6CQYCZ

★ Strategy & Data Leadership Coach | Helping leaders maximise the potential of their careers!

A decision flowchart titled "Should we action this data request?" by Tris J Burns. Starting from a new stakeholder data request, the chart asks five sequential yes/no questions: (1) Is the business outcome clearly defined? If no, pause and reframe the request. (2) Does this meaningfully move a priority business goal across revenue, cost, risk, or strategic performance? If no, deprioritise or decline. (3) Will this lead to a concrete decision or action? If no, re-scope to drive action. (4) Can we deliver this with current data and capability? If no, agree a new scope or roadmap milestone. (5) Does this outrank existing committed work? If no, schedule for later prioritisation. If yes to all five, proceed.

Be honest, did anyone open your latest dashboard?

And the one before that? 

Dashboards feel like productive work because they're highly tangible. You look at and interact with them. They're easy to show off to people and they require a lot of hard work. It can be very satisfying to produce dashboards. 

The problem is that for most dashboards, that hard work is often - all for nothing. 

Your dashboard can't provide value if it is not looked at. 

It can't help someone make a decision or better understand the challenges their business is facing if they don't open it. 

When I hear about data teams that have built and maintain hundreds (or thousands) of dashboards, I can't help but wonder:

What has been the opportunity cost of all that work....? 

There are better ways for us to provide value. 

There are better ways for us to interact with the business. 

(I talk about these ALL the time)

Dashboards CAN have a role to play. But it's a much smaller role than the one we're giving it.

While you’re here, check out my data leadership newsletter, Strategies For Effective Data Lesdership. 

Here’s the link: https://lnkd.in/gdzmF_-v

Since I quite my full time corporate life, I'm often asked how I make a living working as a solo operator in the data space. So let me tell you... 

(Don't worry - I won't be so cringe as to include any £$¥ figures.)

Here goes:

🔹 1:1 Data Leadership coaching/advisory.

My main source of income. I help data leaders become more influential and strategic in their roles and organisations. This is underscored by my strong belief that data is a business discipline rather than a technical one: 
https://lnkd.in/gb6CQYCZ


🔹 Group coaching for data teams. 

I call this my Data Team Accelerator. I working with data teams to help them become strategic partners to the business, strengthen their influence and communication skills and increase their commercial impact: 
https://lnkd.in/evGh99t4


🔹 Strategies For Effective Data Leadership

My humble newsletter does some decent pocket change - and it's growing. Anyone is welcome to sponsor my publication (other newsletters, podcasts, agencies and consultants, SaaS products etc.) and you can easily book slots via my self-service site: https://tally.so/r/EkkeAX


🔹 Business & Data Strategy Workshops

New in 2026 - so I've not technical made any income from this yet but I'm very excited about it. It's a structured 2 day workshop to help data leaders and their teams align on what matters most for the business and to build a plan: https://lnkd.in/e3hGzyE5 

If anyone would like to help me pilot this, I'll do you an epic deal too!

That's about at the moment, save a few side projects that I get involved with from time to time. 

Oh and the hat? 

I can't stand this phrase: "I turn complex data into actionable business insights"

Why do I hate it? Producing "business insights" is only have the job!

“Focus on delivering data requests.”

"That's your job, mate."

The odds are often stacked against data leaders. And that’s what many of us are told every time we pushed for more strategic involvement.

It's a common theme in the conversations I have with my data leadership coaching clients...

Their ambition? 

To play a bigger role in shaping company strategy.

Their reality? 

Running a glorified service desk:

🔹 Endless ad-hoc requests
🔹 A team stuck in reactive mode
🔹 No bandwidth for strategic work
 
They knew this isn’t just a challenge for their team, its a roadblock for their own career growth. How could they step into a strategic leadership role when their job is framed as purely operational?

So together with my clients, we build a plan to break the cycle.

✅ Repositioning the team.
 We shift the team’s narrative from a reactive function to a business partner. One that proactively drives value, not just fulfils requests.

✅ Creating boundaries.
We establish prioritisation frameworks so they weren’t drowning in low-value work, freeing up capacity for more strategic projects.

✅ Owning the conversation.
 Instead of waiting for leadership buy-in, they start influencing discussions, showing how data could shape company priorities, not just support them.

The shift is often clear:

💡 Less firefighting, more high-impact work.
💡 A team seen as a strategic asset, not just a service function.
💡 A clearer career path towards senior leadership.

If you’re stuck in reactive mode, constantly serving requests instead of shaping strategy, you won’t grow into the leader you want to be.

⭐️ If you want to step out of operational chaos and into strategic leadership, let’s talk. DM me or book a free 1:1 chat here: https://lnkd.in/gb6CQYCZ

Let’s make the shift happen together!

A two-panel meme. In the top panel, a cartoon figure labelled "Data leaders" happily reaches toward a large yellow balloon labelled "Contributing strategically." In the bottom panel, the same figure is being grabbed and pulled back by a large pink creature labelled "Ad hoc data work," visibly straining to reach the same balloon.

How does this tweet from Sam Altman make you feel?

it's giving me serious Bond villain vibes.... specifically Tomorrow Never Dies where the main bad guy, Elliot Carver says "It seems you have outlived your contract" and promptly kills his henchman tech genius, Gupta.

It's got that real smarmy, "we'll take it from here, thanks" ickiness to it...

Just me? Ok nevermind...

👉🏼 While you’re here, it would mean the world to me if you could check out my data leadership newsletter. 

Next edition hits tomorrow: https://lnkd.in/gdzmF_-v

Tweet from CEO of OpenAI that reads: "I have so much gratitude to people who wrote extremely complex software character-by-character. It already feels difficult to remember how much effort it really took.

Thanks you for getting us to this point."

Quitting a well paid data leadership job to go into business for yourself is about as stupid as it sounds...

Lucky for me, I'm just stupid enough 🤪 

In my last role, I was the Global Head of Data & Analytics where I led data initiatives at a US$1Bn+ tech company.

Leaving 3 years ago to set up my own business allowed me to double down on the parts of the job I loved, while leaving behind the parts I was less interested in. 

So what did I love about the job?

The people challenge. 

I loved:

💙 Supporting my team to be the best they could be. 
💙 Leading and educating the business around data.
💙 Working with other to solve business problems.
💙 Watching others win.

Lucky for me, these are the things I get to do everyday in my practice as a data leadership coach. 

Everyday, I help data leaders across the world become more influential and strategic in their roles, as they become more confident and respected data leaders. 

I've worked with over 70 clients globally!

It's an immense joy and.... I LOVE IT. 

If you're struggling with your data leadership career and would like to find ways to love it more, then grab some time with me for a free 1:1 chat. 

You can find time with me here: https://lnkd.in/gwNChJVf

(Also, ask me about how I can help you secure funding from your company)

👉🏼 P.S. Don't quit your job - work with me to make it better!

--
Hi, I'm Tris🔥  I write about strategies for becoming a more effective data leader.

Me standing in a field of daffodils at Kew Garden in London.

I'm wearing a navy blue gillet and a dark green hoodie with Wayfairer sunglasses on. 

The number one data leadership challenge I encounter? 

90% of the data leaders I speak to struggle with this...

It's the data request intake process. 

Folks are literally overwhelmed by the volume and complexity of the requests they receive. 

For most of them, it's seriously impacts their enjoyment of their role in data. 

Quite a few have told me its the top reason they'd 'consider moving' on from data.

Some have described the feeling to me like they're drowning in requests.

Everything else they hope to achieve in their roles is impossible if they don't first get their data request intake process under control.

Most just need a better intake process.

And this is what I help them with.

The purpose of a good intake system isn't to simply improve the way requests are made - it's purpose is to:

🎟️ Standardise requests
🎟️ Prioritise accordingly
🎟️ Delegate the work easily
🎟️ Reject strategically irrelevant work 
🎟️ Collect data on team performance and impact

If your current process isn't working for you, your team or your business, then this needs to be a high priority for you to fix. 

Without fixing it, you're severely limiting your chances of having a greater and more positive impact on the business. 

If you need help taking a look at this - I can help.

Hit me up for a free 1:1 coaching intro call via my profile page.

I'm obviously a strong believer in data leadership's role as a strategic enabler. 

I believe with full conviction that data is a business discipline (with technical components - like most modern business areas)

The problem with my point of view on this however, is that MUCH of the hiring that goes on around data leadership doesn't share this perspective. 

When it comes to data leaders, hiring execs treat it as a purely technical field and only focus on candidates that tick the boxes on an exhaustive list of technical capabilities and tooling experience. 

BUT - that all changes about 12-18 months down the road, when the exec teams turns to the data leader and says:

"Show me the money, man"

"We've invested in all this tech, where's my ROI?"

Well, there isn't any. 

You hired a purely technical person to deliver a business outcome.

And therein lies the Data Leadership Paradox.

👉🏼 Thanks for stopping by. If you're not yet receiving my weekly data leadership newsletter, here is how to change that! 

https://lnkd.in/gtn6ymPj

In my experience, AI is spoken about very differently on LinkedIn than it is on Twitter. 

Obviously the algorithms are unique to me, but it seems that on LinkedIn there is a stronger sense of scepticism towards the threats from AI than there is on Twitter .

One explanation is that LinkedIn folks are usually in corporate roles where their professional exposure to AI's abilities is more limited to their company's risk appetite, and enforced limitations on AI's usage.

The folks I follow on Twitter are typically independent digital creators/solopreneurs working on their own projects with free reign over what tools they experiment with. 

But whether the change is existential or not, change in one form or another is most certainly coming (if not here already).

Now would NOT be the time to become and excellent dashboard builder. 

If were a data leader TODAY, these are the skills I'd be laser focused on:

🔹 AI Fluency
🔹 Business Fluency 
🔹 Narrative Communication
🔹 Cross-Functional Influnce
🔹 Strategic Thinking & Literacy
🔹 Emotional Intelligence and Resilience

Do you agree with me or am I getting too far ahead of myself? 

Are there some skills missing from this list do you think?

Hi I'm Tris 🔥 I help data leaders and their teams to become more strategic and influential inside their organisations. I'm hyper focused on helping them become seen as a value add - not costs centre so they can survive a little longer in the coming AI storm!

If you'd like to have a chat about how I can help, set up time with me for a free 30 min conversation here: https://lnkd.in/gb6CQYCZ

I haven't forgotten my new years resolution/theme: BE BOLD.

This year my goal is to be bold AF.

One way I plan on being bolder in 2026 is this 👇🏻

This year, I'm enabling ANYONE to be a guest sponsor for my newsletter: Strategies For Effective Data Leadership.

But I'm doing it in a cool way.... (cool by my standards)

👉🏼 Each week, I'm selling sponsorship slots that increase by £15 weekly. 

Last week was £105, this week is £120 and so on throughout the year.

Once a week is gone, it is gone gone. 

My newsletter goes out weekly to senior data leaders inside some of the world’s most recognisable organisations across Europe, the UK and North America.

❓ Who's buying?

So far, it has mainly been solo-datapreneurs and data consultancy folks. 

Which makes sense seeing as my newsletter audience is mostly made up of senior data people across UK, Europe and N.A.

Truth is, this is available to anyone who wants to get seen by the right people. 

🔹 Data consultants
🔹 LinkedIn creators
🔹 Newsletter writers
🔹 Coaches/Facilitators
🔹 SaaS Product People

Head here to take advantage now: https://tally.so/r/EkkeAX

Also, if you check that link you'll get all the inside scoop on my newsletter metrics 🕵️‍♂️

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The Battle

Dana Daskalova 🟠

Tris J Burns 🔥

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The Battle

Dana Daskalova 🟠

Tris J Burns 🔥

Followers

Posts

Engagements

Likes

Performance Score.css-goub6s{font-size:var(--chakra-fontSizes-md);font-weight:500;color:var(--chakra-colors-gray-600);display:block;margin-top:var(--chakra-space-1);}Tris J Burns 🔥's LinkedIn Performance

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Performance ScoreTris J Burns 🔥's LinkedIn Performance