I decide what goes where · The Allocator

Store 12 is drowning in it. Store 47 has none. Same week, same buy.

There is never time to differentiate, so everyone gets roughly the same and the estate sorts itself out afterwards, badly. Size curves inherited from last year's guesses. Stores graded by turnover, which tells you how big a store is and nothing about what it sells. Nobody has ever thanked an allocator. We'd like to start.

See it on your own data Space and range

The promise

What changes on Tuesday.

Store profiling built on what a store actually sells, not which turnover band it sits in. Transfer-versus-markdown decided on cash rather than habit. Terminal allocation: getting the last units to the store that will sell them at full price, before they become a markdown problem.

The proof: Is it cheaper to mark it down here or move it there? Answered with a number, per SKU, per store, including the cost of moving it.

For you: The units are in the wrong building. You see which one, and what moving them would cost against marking them down where they are.

The other doors

I commit the moneyThe Buyer → I keep the shelves fullThe Planner → I run the promotionsPromotions & Marketing →

See it on your own data.

Twelve weeks, one category, anonymized by you. A ten-minute job, not a project. Send it Thursday and you'll have the findings the following Wednesday.

1 · The extract"Twelve weeks, one category, anonymized by you." A ten-minute job, not a project. No NDA drama, no IT ticket, nothing to approve.

2 · The findings"Here is what it found in your data." The engine has never met a real dataset it did not find something embarrassing in. Evidence about you, not persuasion.

3 · Run-alongside"Eight weeks. It doesn't touch anything." Zero operational risk; your own scorecard.

4 · The agreement"Terms in writing, implementation as a fixed number." By then you have your own proof, so the decision is an easy one.

Send the extract

A personal reply within one business day, not a sequence.