The Method
Most branch problems aren't people problems — they're system problems. We don't train harder. We fix the leaky processes that make everyone look bad.
We stay embedded until it sticks. SOPs that collect dust don't move numbers. We work inside the branch until the process runs without us — then we leave. That's the whole model.
The 60-Day Arc
You don't buy the later phases until the earlier ones prove their value.
What moves, week by week
Not vanity numbers — the ones that show up in margin.
| Metric | Baseline (typical) | Week 2–4 | Week 6–8 | Trajectory |
|---|---|---|---|---|
|
On-time order %
Will-call and dispatch orders filled within the promised window
|
60–72% | 74–80% | 82–88% | ↑ 15–20 pts in 60 days |
|
Overtime hours / week
Excess labor beyond scheduled shifts — the #1 branch margin killer
|
25–40 hrs/wk | 18–28 hrs/wk | 12–18 hrs/wk | ↓ 40–60% reduction |
|
Inventory accuracy %
Cycle count variance — what's actually on the shelf vs. what's in the system
|
72–81% | 80–86% | 87–93% | ↑ 10–15 pts in 60 days |
|
Dead accounts recovered
Accounts with $0 orders in 90+ days reactivated with at least 1 reorder
|
0–3 / month | 4–8 / month | 8–15 / month | ↑ 5–12 recovered/mo |
Trajectories are typical ranges based on comparable single-branch engagements. Results vary by branch baseline and team adoption.
What we don't do
They're not how we work.
We don't show up, take notes, hand over a PDF, and disappear. A strategy you never implement is a waste of everyone's time.
We don't sell software, hardware, or service contracts. Our only product is operational improvement on the branch floor.
The manager is our partner, not our obstacle. We make them more effective — not dependent on us.
No status meetings for the sake of status meetings. No dashboards that look good and mean nothing. If it doesn't move the number, we don't do it.
Two ways in. Pick the one that fits where you are right now.