ABOUT / MARRES INSIGHTS
Businesses rarely suffer from a complete lack of information. More often, the evidence is scattered, the choices affect one another, and the consequences are difficult to see in advance. Marres brings that complexity into one place.
01 / ORIGIN
Marres grew from work inside operating businesses, where decisions had to be made despite incomplete evidence, limited resources, and changing customer behaviour.
We wanted something more useful than another dashboard and more grounded than an abstract strategy exercise: a way to connect what customers were saying, what the business was experiencing, what different choices might change, and what action could reasonably follow.
The earliest approach was developed through research at Pahat Pahit Teahouse. Since then, the methodology and software have evolved considerably—but the original question remains:
02 / PRINCIPLES
01 / EVIDENCE
Data does not arrive with its meaning attached. We examine where it came from, what it represents, and what it may be missing.
02 / UNCERTAINTY
A confident-looking answer is not necessarily a reliable one. We would rather show the limits of the evidence than hide them.
03 / MODELS
The purpose of a model is not to replace judgement. It is to make assumptions, consequences, and trade-offs easier to examine.
04 / ACTION
Analysis becomes useful when it helps someone choose, act, observe what happens, and learn from the result.
05 / PEOPLE
Businesses are not only collections of metrics. Decisions affect customers, employees, owners, partners, and communities—often differently.
03 / PEOPLE
Marres brings together commercial experience, applied research, and decision modelling. We are closely involved in the work—not separated from it by layers of account management.
Viktoriya Doncheva
Chief Executive Officer
Viktoriya leads Marres and its development as a commercially useful decision system. Her foundational research at Pahat Pahit Teahouse examined how customer evidence could be translated into practical improvements in customer relationships and business performance. She brings that grounding into how Marres works with clients: rigorous enough to support difficult decisions, but always connected to operational reality.
Jonathan Edbert Muliadi
Lead Researcher
Jonathan leads the research and methodological development behind Marres. Working across commercial strategy, customer evidence, decision modelling, and product development, he explores how incomplete and sometimes contradictory information can be turned into clearer choices. His work shapes how Marres understands evidence, tests possibilities, and communicates defensible recommendations.
04 / EVOLUTION
Marres did not emerge fully formed. It began as a focused method for connecting customer evidence with operational decisions. Through successive applications, the approach expanded to compare alternatives, expose assumptions, test decisions under uncertainty, and preserve the reasoning behind a recommendation.
The software continues to develop, but the purpose remains consistent: to help people see a decision more clearly without pretending that uncertainty has disappeared.
Gather and organise real customer and business evidence.
Identify patterns, tensions, and possible explanations.
Explore choices, consequences, and uncertainty.
Turn the reasoning into an actionable recommendation.
Compare expectations with outcomes and improve the next decision.
05 / WORKING RELATIONSHIP
We begin with the decision—not with a predetermined package of analysis.
Together, we establish what needs to be decided, what evidence is available, which assumptions matter, and what would make the work genuinely useful. Marres then provides a structured way to investigate the situation, compare possible responses, and explain the resulting recommendation.
You remain the decision-maker. Our role is to help make the reasoning clearer, more testable, and easier to defend.
Not a brief, not a dataset. We start from the choice itself and work backwards to what evidence and structure it needs.
We establish what is known, what assumptions matter, and what the analysis needs to be genuinely useful—not just technically complete.
Our role is to make the logic visible, testable, and easy to defend—not to replace the judgement of the people who understand the situation.
06 / START HERE
You do not need perfectly organised data or a fully formed brief. Begin with the situation, the choices in front of you, and what is making the decision difficult.
Discuss a decision with us ↗