The operating context
In a business with a large, distributed outlet network, workforce scheduling is part of keeping everyday operations running. Outlet and district managers need to organise teams while also attending to the work on the ground.
The existing scheduling and attendance processes were fragmented and manual. Administrative effort consumed time that could otherwise support outlet execution and team management.
The problem to solve
The opportunity was to change how managers completed the work. Moving a spreadsheet onto a screen would only be useful if the resulting workflow reduced the effort of scheduling and attendance administration.
That made operational requirements central to the project: what managers needed to do, how the workflow should support them, and what a useful outcome would look like.
My contribution
I led the digitisation of workforce scheduling and attendance. I structured the operational requirements and drove the development of workflows designed around outlet and district managers.
My role connected the business problem to delivery: clarifying needs with stakeholders, translating them into executable requirements, and aligning the people involved around an operationally useful outcome.
The approach
The work moved from fragmented manual processes towards a purpose-built digital workflow. Scheduling and attendance were treated as operational activities that needed to work coherently for the people using them.
The rollout scope covered the outlet network. That describes the intended coverage of the initiative; it should be read separately from any claim about active adoption at every location.
The assessed outcome
An internal impact assessment indicated an approximately 50% reduction in administrative workload and more than 3,000 hours of monthly capacity returned to operations.
These figures describe assessed productivity capacity. They are rounded, are not an independent audit, and do not represent a claim of cash savings or roles removed. Their practical meaning is time that can be redirected towards running outlets and supporting teams.
About this case
Generalised from a 2026 delivery summary. Assessment and project status reflect the source as of 20 August 2026. Figures are rounded and describe assessed capacity, not independently verified savings.