Delta Defense replaces nine years of spreadsheets with one Sigma scorecard

Delta Defense, the service provider behind the United States Concealed Carry Association, ran its 150-person contact center on cobbled-together Salesforce extracts, Google Sheets, and pivot tables that had multiplied for a decade. A single governed scorecard in Sigma replaced all of it: a director and a frontline agent now read the same numbers, and the CRO and CFO spend planning meetings on decisions instead of reconciling spreadsheets.

The Challenge

Delta Defense's contact center is the front line of its promise to serve responsible gun owners as the USCCA's service provider, and it doubles as an inside-sales branch handling inbound and outbound calls. For years it ran on what Steve Ware, Director of Advanced Analytics, calls brute force: roughly ninety percent of reporting assembled by hand, with every manager running a separate report on the side.

Underneath sat a deeper problem Ware calls shadow data: people pulled numbers into spreadsheets on personal drives, and nine years of that practice became chaos with no centralized view. The business had stopped asking analytics for help, assuming a long backlog meant nothing would change, even though the contact center director had wanted one set of dashboards for years.

I've had a vision for a long time, and it's really to get beyond the regurgitation of information. What I call insight is the ability to turn that into something that you can act on. I don't need my business users to have to be analysts.

— Steve Ware, Director of Advanced Analytics, Delta Defense

The Solution

The team built the scorecard using what Ware calls a grandfathered approach, breaking each metric into its parts so the numbers reconcile as they roll up. A layered hierarchy mirrors the org chart, from director to agents, and role-based access ensures each layer sees only what it needs. The view runs near real time, covering call volume, workforce planning, cancellations, membership additions, and movement between queues like the save queue.

An analyst on Ware's team who had come from a contact center already understood the workflows, and with clean data and a tool she learned in a week, she stood up the scorecard in roughly two weeks. The scorecard also surfaced data-quality problems in hand-entered field-agent sales that the team could trace and fix.

The Results

Adoption was immediate: after a January proof of concept, about 190 people were active by early February, averaging close to 100 visits each, checking metrics throughout the day. The CRO and CFO now read the same scorecard directly instead of waiting a day for conflicting versions to reconcile by hand.

Managers and directors no longer do the deep analytics themselves; they read the insight directly and put freed-up hours into the next program and better staffing decisions. Ware estimates losing the scorecard would cost leaders five to ten times as much time chasing numbers, pushing that work back onto analysts and putting members at risk. Next on the roadmap is CLARA, an internal conversational assistant on the same data, so a director can ask a question in plain language and get the same numbers.