Stock counts are wrong by the time they're finished
Counting is manual, so it happens rarely, and every decision in between is made on a number nobody quite believes.
Catalog, inventory, payments, and repeat purchase — connected, so growth doesn't create a second full-time job.
Counting is manual, so it happens rarely, and every decision in between is made on a number nobody quite believes.
Different catalogs, different stock, different customers. Selling in one place tells you nothing about the other.
The cheapest sale you'll ever make is the second one to someone who already trusts you — and nothing is set up to ask for it.
Reorder decisions are made from memory, so the fast movers run out and the slow ones tie up your cash.
What we'd deploy
Assembled from tools we've already built, then shaped to your operation — which is why this takes weeks instead of quarters. The analysis decides which of these you actually need.
One catalog that sells online and matches what's actually on the shelf.
Watches what's moving and tells you what to reorder, in what quantity, before it runs out.
One customer list and one catalog, shared by every channel you sell through.
Automatic contact at the right interval for what they bought.
Movement, margin, and stock cover on one screen instead of three exports.
One catalog, one customer list, and a stock number you can trust.
How we work
one week
the roadmap
4 to 10 weeks
always included
Six questions, about two minutes. You'll see what we'd build before you ever speak to us.