Sample report · Anonymised

Engagement UA-2481: independent hospitality group, three sites.

Nine embedded shifts across two weeks. Six findings survived both the field log and the data. Client and location details removed; structure, tone and rigour are exactly as delivered.

Embed length

14 days

Shifts worked

Findings reported

Est. annualised impact

£96k–£141k

Section one

Findings, ranked by cost.

UA-01criticalCustomer experience

Peak-hour queue abandonment goes unrecorded

Est. 6-9% of weekday covers lost between 12:10 and 13:40

Evidence: Across nine embedded shifts, the operator logged 41 walk-aways at the order point. None appeared in the till system, so the weekly trading report showed demand as flat rather than constrained.
Recommendation: Add a one-tap walk-away counter at the order point and surface it beside covers in the daily report, so queue loss becomes a managed number rather than an invisible one.

UA-02highStaffing

Two rotas, one team

Est. 11 paid hours per week with no service coverage benefit

Evidence: The published rota and the WhatsApp rota disagreed on 14 of 63 shifts in the audit window. Staff worked whichever they saw last; two Saturdays were double-staffed on the floor while the kitchen ran short.
Recommendation: Retire the informal channel as a scheduling tool. One system of record, changes acknowledged in-app, and a Friday close-out check by the duty manager.

UA-03highSales and follow-up

Enquiries answered in 31 hours, on average

Est. £4.1k monthly pipeline decaying before first contact

Evidence: Inbound enquiries land in a shared inbox with no owner. Sampled 60 enquiries: median first reply 31 hours, 12 never answered, 4 answered twice by different people.
Recommendation: Assign a named owner per weekday, a two-hour first-response target, and an automated acknowledgement so the clock starts honestly.

UA-04mediumTraining

Training is shadowing, not a standard

New starters reach unassisted competence 3-4 weeks late

Evidence: Six new starters described six different opening procedures. There is no written standard for the first shift, so each learns the habits of whoever they shadowed.
Recommendation: Write a one-page opening standard and a five-item sign-off. Fifteen minutes of documentation per task removes weeks of drift.

UA-05mediumTooling

Four tools hold the same customer record

£780/month in overlapping licences; reporting cannot be reconciled

Evidence: Bookings, marketing, loyalty and support each hold an independent customer list. No shared key, so the same person is four people, and no report about them can be trusted.
Recommendation: Nominate the booking system as the source of truth, sync on email, and retire the two lists nobody reads.

UA-06lowOperations

Stock counted weekly, ordered daily

Est. 4% waste on chilled lines

Evidence: Ordering decisions are made from memory each morning against a count that is up to six days old. Chilled overordering was observed on four of nine shifts.
Recommendation: Move to a two-minute daily count on the eight highest-waste lines only. Precision where it pays, not everywhere.

Section two

The 30/60/90 plan.

Sequenced so the cheapest fixes land first and the expensive decisions arrive with evidence behind them.

First 30 days

Single rota system of record, informal channel retired
Walk-away counter live at the order point
Named daily owner for the enquiry inbox

Days 31-60

One-page opening standard written and signed off by all staff
Booking system nominated as customer source of truth
Daily two-minute count on the eight highest-waste lines

Days 61-90

Two overlapping tools retired, licences cancelled
Queue loss and first-response time on the weekly trading report
Re-audit sweep to verify the numbers moved, not just the process

A note on numbers

Impact estimates in every report state their assumptions in the open. We would rather hand you a defensible range than a confident number you cannot interrogate. This sample is illustrative and anonymised; it is not a testimonial or a guarantee of results.

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