The 14-day store diagnostic
In 14 days, know where your store hours go, and where they should.
For the person who owns store operations. Fixed scope, fixed fee and a plan you keep. You work with both of us, so we take on a few diagnostics at a time.
First bookings from February 2027.
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Days 1 to 4
On the floor
Where do the hours and the stock actually go?
We spend time in your stores with team members and store managers, and log the work as it happens, not as the roster says.
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Days 5 to 10
Pick the opportunities
Which tasks should stop, and which deserve a better tool?
Every task gets a call: retire, simplify, automate or move out of the store. We test the biggest calls with the people who do the work.
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Days 11 to 14
The change plan
What do we change first, and how do we know it worked?
A short plan of the changes in order, each with a one-store test and the number that shows it worked.
The plan is yours.
Run it with your own team, give it to a supplier, or run it with us.
What you'll have at the end
Enough to decide what to change, in what order, and what it's likely to be worth, before you commit budget.
| # | Opportunity | Hours a week, per store | Call | Effort | First test |
|---|---|---|---|---|---|
| 1 | Re-counting stock the system already knows | 11 | Retire | Low | One store drops the count for four weeks |
| 2 | Taking stock to the floor with no shelf space, then walking it back | 6 | Retire | Low | Check shelf space before stock leaves the stockroom |
| 3 | Building the day's task list from store comms | 5 | Automate | High | Tasks arrive sorted at shift start |
| 4 | Walking the floor for price-change gaps | 3 | Simplify | Low | Walk only the aisles where a price changed |
What's at stake in your stores
Put in your own numbers. We count hours first, because freed time only becomes a saving if you bank it, and most retailers put some of it back into replen, availability and service. The dollar figure is the value of that time, not a promised saving.
Your estimate. The diagnostic replaces it with what we measure in your stores.
Questions people ask
What do you need from our team?
A short catch-up with you at the start and the end, a store manager contact in each store, room to work alongside the team on shift (including early starts and loads), rosters, sales and the task list for the last quarter, and a working session with you and your leads in the second week.
How will our stores be affected?
We agree days with each store manager and work around your peaks. Store teams hear from their own leaders that we're looking at the work, not at anyone's performance. We don't time individuals or report on them, and we work within any consultation or union commitments you have.
What are the commercial terms?
A fixed fee of $25K plus GST, agreed before we start, with no extras. We work to your procurement process and payment terms, and sign your confidentiality agreement. We take no fees, referrals or commissions from technology vendors, so our view on what to buy is our own.
Why two or three stores?
Two or three stores show what's common across the fleet and what's local to one store. We pick them with you, usually a strong store, a typical one and one that struggles. More stores are possible, and we quote them before we start.
Is this an AI project?
It starts with the work. The 14 days find what to retire and what to simplify, because automating a task that shouldn't exist locks the waste in. Where AI is worth testing, the change plan says so, with a one-store test for each.