One year in, demand outpaced the business. Every process lived in the owner’s head, and hiring was happening without anything to hire into.

Mapped how the work actually flowed, sequenced what had to be fixed first, and moved the administrative work off her plate and into a structure that could hold it.

Her time went back to the work only she could do, where her rate is justified. Her business grew 25 percent in the first six months.

An owner buried in the day to day, with sales and pay rates that had grown up over time rather than by design, and a business that swung hard with the seasons.

Redefined the organizational structure so the right work sat at the right pay rate, then streamlined who handled what across the operation.

Steadier performance across the seasons of the business, and an owner who could finally step out of the day to day.

They had grown into multiple locations, including new flagships, and no two stores ran the same way. Before opening more, they needed to know what could be done and repeat regardless of geography or sales volume.

Built the Leader on Duty program, then drove consistency into the standard operating procedures, the cash wrap, and the specialty departments, so the same day runs the same way in every store.

Predictable stores and a better customer experience, plus the foundation they needed to keep growing store count.