Library

What a delivery platform's weekly deposit nets out to, lane by lane. A multi-unit pizza franchisee, 43 stores, 90 days of statements.

• 1On promoted orders, the promo stack costs more than the commission22.0% vs 18.4%
• 2The median error-charge clawback is $5.21 — a lane only automation can work$12,564
• 394.5% of marketplace downtime is the store's own pause button, not the platform's1,328 h

Who to coach, on what, and what is store process rather than person. A worked demonstration of the bench instrument, on synthetic data.

• 1One shift leader carries a third of the gap — the counterfactual is a ride-along, not a write-up7.4 of 22.8 pp
• 2The midday process fails under every leader who works it52.3%
• 3Every graded leader is trending up — and the grade says both halves out loud56.1 → 68.3

Controllable waste, hot-shelf promises, and the production clock. A multi-unit pizza franchisee, two markets, one fiscal period.

• 1The reopened store makes 21% of the fleet's controllable waste — and it's still climbing$9,327
• 2The fleet makes its waste at ten in the morning and breaks its promises after six at night$10.84 / $100
• 3One in five hot-shelf promises broke in P712,649

Eight-tops, deuces, and the table-versus-seat tension on the year's biggest day. A multi-unit brunch operator, sixteen locations, one calendar day.

• 1An eight-top earns $142 per table-hour, +159% versus a deuce$142
• 2A deuce earns $27.50 per seat-hour, +86% versus an eight-top$27.50
• 3Chairs and kitchen bound the floor, not tables — +45% more guests through the same table count+45% chairs