This isn’t simply a reporting issue—it is a structural problem. Data is often collected inconsistently across sites, with different teams applying different definitions. Reporting cycles are slow, meaning that by the time a monthly report lands on the CFO’s desk, the picture on the ground has already changed. Without integration, information about sales, waste, or labour sits in silos, preventing executives from seeing the whole story.

Better decisions don’t come from more data; they come from better data—reliable, timely, and trusted across the organisation.

Solving this requires a cultural as well as a technical shift. Organisations must commit to treating data as a strategic asset, with consistent governance and clear accountability. Investing in integration is critical: middleware and modern APIs ensure that data entered once is shared everywhere, eliminating duplication and reducing errors. Tools like Power BI or Metabase can then turn this data into real-time dashboards, giving leaders the confidence to act quickly. But the cultural element is just as important. The C-suite must set the expectation that decisions will be based on data, and that performance will be measured against it.

Recent analysis from The Access Group confirms that advanced tools such as AI or predictive analytics only deliver value if the underlying data is accurate and well-integrated (Access Group, 2025). Similarly, industry insights suggest that hospitality operators who embrace integrated reporting gain competitive advantage through faster decision-making and better client engagement (The Drinks Business, 2025).

For executives, the message is clear: better data means better outcomes. By investing in integration, governance, and analytics, catering organisations can create a decision-making culture that is fast, informed, and aligned across every level of the business.

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