We work with multi-site retailers, restaurant groups, and hospitality operators - on Lightspeed, Zonal, Tevalis, Fourth, and whatever spreadsheet your ops team has been holding together for three years.
Whether it is POS data, covers per session, stock turns or labour cost by location, the ability to compare performance reliably across sites separates a business that scales from one that drifts. Most multi-site operators cannot produce this view without manual assembly.
Labour and food or product costs are the biggest variables in retail and hospitality margin. When those costs cannot be tracked accurately at site level in real time, the problem shows up in the P&L long after the damage is done - and identifying the cause requires a diagnostic, not a guess.
POS, EPOS, payroll and ERP replatforming decisions are among the most disruptive a multi-site operator will make. Whether you are looking at Lightspeed, Zonal, Tevalis, Fourth, Harbortouch, or a full ERP migration - independent evaluation of operational fit before signing protects you from a decision that will take years to undo.
Adding sites through franchise or direct expansion without a clear view of which processes and systems can scale creates inconsistent customer experience, variable margin and reporting risk across the estate.
When stock data across locations, suppliers and channels does not reconcile, purchasing and allocation decisions are made on unreliable foundations that erode margin quietly and compound across the estate.
Retail and hospitality programmes that slip past key trading periods - whether that is a replatforming, a new site opening or a franchise rollout - carry disproportionate commercial consequences. Independent oversight keeps delivery pace visible before it becomes a crisis.
The Business Review is a fixed-scope diagnostic - typically 2 to 4 weeks - that gives the owner or CEO a risk-rated view of where operational, system and programme risk is concentrated. In retail and hospitality, it is most often triggered by a platform change, a new site or franchise rollout, or an investor asking for better site-level MI.
Follow-on engagements typically cover platform selection support, site performance MI redesign, and programme oversight for replatforming or estate expansion initiatives. Always scoped to the findings, never sold as a pre-built package.
"We were about to commit to a replatforming programme that would have run through our peak trading period. Assured Velocity spotted the timeline risk before we signed anything."
"We had eight sites and no reliable view of labour cost or covers per session across them. The Business Review found the root cause in the POS and payroll integration - something our ops team had been working around for two years."
The Business Review takes 2 to 4 weeks and is structured to work around trading schedules. It is specifically designed to prevent the bigger crisis - the replatforming that goes wrong, the new site that opens without reliable MI, the peak period that exposes a system failure nobody saw coming.
The Business Review works with your ops director, not around them. It gives them and the wider business a shared, independent view of where the risk is - and the credibility to act on it with the owner or board behind them.
Start with a 30-minute call to confirm fit and agree what a useful first step looks like for your business.
End-to-end process mapping, root cause analysis, and improvement design using Lean Six Sigma methodology.
Independent technology selection, architecture review, and implementation oversight. No vendor relationships.
Change impact assessment, adoption planning and capability design built into programmes from the start.
All three entry points are free and take under an hour. Each gives you something useful regardless of what comes next.
See exactly where the drag is before spending anything. Personalised scorecard and top 3 profit constraints.
Free · 30-45 minA senior consultant turns your survey results into a clear next step. Live debrief, peer comparison, profit scenarios.
Free · Short call12 structured questions. Clear recommendation on the right service path. No hard sell.
“We were about to commit to a replatforming programme that would have run through our peak trading period. Assured Velocity spotted the timeline risk before we signed anything.”
“We had eight sites and no reliable view of labour cost or covers per session across them. The Business Review found the root cause in the POS and payroll integration.”
“We could not tell which sites were making money and which were not. The Business Review gave us a clear answer within two weeks.”
“The franchise rollout had been planned without a clear view of which processes could scale. The review gave us that view before we signed any more agreements.”
“Our ops director had been flagging the same system issue for two years. The independent view was what the board needed to finally act on it.”
“Fixed scope. Plain English output. No recommendation to run a bigger programme. They gave us the answer and left.”
“We were about to commit to a replatforming programme that would have run through our peak trading period. Assured Velocity spotted the timeline risk before we signed anything.”
“We had eight sites and no reliable view of labour cost or covers per session across them. The Business Review found the root cause in the POS and payroll integration.”
“We could not tell which sites were making money and which were not. The Business Review gave us a clear answer within two weeks.”
“The franchise rollout had been planned without a clear view of which processes could scale. The review gave us that view before we signed any more agreements.”
“Our ops director had been flagging the same system issue for two years. The independent view was what the board needed to finally act on it.”
“Fixed scope. Plain English output. No recommendation to run a bigger programme. They gave us the answer and left.”
We work with retail chains, restaurant groups, hotel and leisure businesses, franchise networks, and food and beverage businesses. The common thread is multi-site operations where operational consistency, cost management, and customer experience are all commercially critical.
The most common challenges in retail and hospitality are: labour cost management in a high-turnover environment, inconsistent operations across sites that undermine margin and customer experience, technology systems (POS, EPOS, stock management) that are not integrated, management information that does not give operators a timely view of performance by site, and supply chain and procurement that is not managed at the scale the business has reached.
Food cost management starts with menu engineering data and recipe costing integrated with your POS and stock management system. Labour cost management requires demand-based scheduling informed by covers data, alongside absence and overtime management. We help businesses build the measurement framework, the management process, and the system integration that makes cost control possible at scale.
We have worked with a wide range of POS and EPOS systems including Lightspeed, Square, Oracle MICROS, Revel, Clover, and a number of hospitality-specific platforms. We are vendor-agnostic and can advise on system selection, integration with back-office systems, and getting more value from your existing installation.
Rapid expansion creates operational strain - processes that worked for 10 sites do not work for 50. We help businesses identify the operational infrastructure needed to support their expansion plan, design scalable processes and standards, select and implement the technology that enables scale, and build the management capability to maintain performance as the network grows.
Yes. Franchise rollouts require consistent operational standards, clear documentation, and technology that works across franchisee environments. We help franchise businesses design the operational framework, develop the franchisee support model, and implement the technology and reporting that gives the franchisor visibility of network performance without micromanaging franchisees.
A retail or hospitality operations diagnostic covers: site performance analysis, cost structure by site, labour scheduling and management, stock and supply chain management, customer experience consistency, technology systems and integration, and management information. The output identifies the highest-impact improvement opportunities and a realistic plan to address them.
Customer experience consistency requires: clearly defined service standards, a way of measuring adherence to those standards across sites, a management process that identifies and addresses underperformance quickly, and training and onboarding that equips site managers and their teams to deliver consistently. Technology - mystery shopper systems, customer feedback platforms, operational auditing tools - supports but does not substitute for the management process.
Yes. We provide fractional and interim COO and operations director capability for retail and hospitality businesses, particularly useful during a period of rapid growth, a technology transformation, or a transition between permanent leaders. Our interim leaders understand multi-site operations and the specific dynamics of retail and hospitality environments.
The most common financial outcomes are: reduction in food and beverage cost as a percentage of revenue (typically 1-3%), reduction in labour cost percentage (typically 1-4%), improvement in like-for-like sales through better operational consistency, and overhead cost reduction through supplier renegotiation and process efficiency. The specific opportunity depends on the starting position.