Audit

Find out what is actually slowing the business down.

Audit is a 50-day review of your ecommerce back office, built for brands that have outgrown the systems, spreadsheets and workarounds underneath them.

We embed with your team, map the current state, interview the people doing the work, and show you exactly where the gaps are: systems, workflows, data, people, process, partners and priorities.

Then we turn that into a clear, budgeted roadmap you can act on.

No theatre. No vague transformation language. No 200-page deck that says “align stakeholders” 47 times and still leaves you guessing what to do on Monday.

When an Audit makes sense

Most brands come to us when growth has started exposing the machinery behind the business.

The website is trading well, the team is capable, and revenue is moving in the right direction. But the back office is getting harder to trust.

That can look like:

• Inventory numbers that nobody fully believes.
• Finance taking too long to get reliable actuals.
• Product, merchandising, ecommerce, warehouse and finance teams working from different versions of the truth.
• Too much operational knowledge living in people’s heads.
• Shopify, ERP, WMS, PIM, PLM, finance and reporting tools not joining up cleanly.
• Peak trading exposing overselling, stock accuracy or fulfilment problems.
• Big projects being discussed, but no clear view of sequence, cost, ownership or risk.
• A leadership team that knows something needs to change, but does not yet know what to prioritise.

What we do in 50 days

The Audit is a structured, time-bound programme delivered in 50 days or less.

We start with workshops and stakeholder interviews, usually including a few days on site, to understand how the business really works: not just what the process says, but what people actually do to get product live, raise purchase orders, fulfil demand, report performance, reconcile finance and keep trading moving.

We look across the critical back-office flows: product data, buying, merchandising, inventory, orders, fulfilment, finance, reporting, integrations, operational systems and the spreadsheets holding everything together.

Then we compare three things:

1. What you have in place today.
2. What the business needs in order to hit its commercial goals.
3. The gap between the two.

That gap is usually not just software. Sometimes you need a new system. Sometimes you need to use the system you already have properly. Sometimes the issue is data structure, process ownership, partner fit, internal capacity or a missing role in the team.

The point is to get to the truth before you spend money.

What you get at the end

You get a clear strategic recommendation, not a consulting artefact designed to look impressive and die in a folder.

The output includes:

• A visual map of your current state.
• The critical gaps in your existing setup.
• The highest-priority areas for change.
• A target-state view for where the operation needs to get to.
• A sequenced roadmap for the next phase of work.
• Budget guidance across systems, partners and people.
• A resource plan showing what needs to be owned internally and where external support is required.
• Recommended partners or platforms where relevant.
• A practical view of timing, dependencies and risk.

Internally, there is a lot of analysis behind the Audit: interviews, transcripts, workflow mapping, structured review, commercial context and cross-functional synthesis. Externally, the job is to land it clearly enough that a CEO, investor or leadership team can understand the problem, the cost of doing nothing, and the next move without wading through unnecessary detail.

Why it works

Fast-growing brands often know the symptoms.

They know reporting is slow. They know inventory is messy. They know the warehouse and website do not always agree. They know too much depends on spreadsheets and heroics.

What is harder is deciding what to do first.

That is where Audit is useful. It gives you a properly informed view before you commit to ERP, PIM, PLM, WMS, integration work, new reporting, new hires or a wider operating model change.

The result is a clearer decision: what needs to change, what should wait, what it is likely to cost, and what the business needs to have in place before the next phase of growth.