The kind of work that changes retail outcomes

A skincare brand with strong online sales had been knocked back by two pharmacy banners. The pitch led with brand and social proof, but offered no category rationale and margins that did not support the channel.

• Rebuilt the wholesale margin model to support pharmacy economics
• Reframed the range around a defined shopper need and category gap
• Prepared a banner-ready submission with a clear incremental growth case

• Ranged in a national banner at its next review
• Launched with a promotional plan that protected margin
• Rate of sale held above the category benchmark through the first cycle

An established food brand kept winning ranging then losing it within a review cycle. SKUs were chosen on internal preference rather than shopper or category logic, and rate of sale lagged.

• Ran a category and shopper analysis to define each SKU’s role
• Cut underperforming lines and focused space on hero SKUs
• Built a rate-of-sale plan and early-performance review cadence

• Rationalised range improved rate of sale per SKU
• Retained ranging through the following review
• Earned a range extension on the strength of performance evidence

An importer was growing volume but losing money on promotion. Pricing had been set deal-by-deal with no architecture, and trade spend was eroding a nominally healthy margin.

• Modelled the full cost-to-shelf margin picture including trade spend
• Designed a promotional architecture with disciplined depth and frequency
• Set a trade-term framework to negotiate from

• Restored promotional profitability without losing volume
• Entered negotiations with a clear margin position to hold
• Built a repeatable model for future ranging decisions