Intake week
is one week.
And it is half the season.

weeks before the queue forms at the counter

Uniform size packs planned against the intake calendar,.

Iris counts down to intake week for you.

to land before they shop somewhere else

The size-up moment predicted per family, and the offer timed.

Iris spots the size-up before the family does.

the lumpy demand they actually are

Eid, birthdays and holidays modelled as, not smoothed into an average.

Iris sees the spike before the calendar does.

Financial

on plan

44.8%

Gross margin · season-block

UNIFORM MIX 38%

Customer

▲ 4 pts

47%

Repeat families

SIZE-UP CAPTURE 62%

Operational

watch

92.4%

School-season readiness

PACK FILL RATE 89%

AI-Learning

▲ improving

90.6%

Age-band forecast accuracy

MODELS LIVE 7

Balanced Scorecard

FOUR LENSES, LIVE

Point of Sale

LIVE TILL, IRIS UPSELL

Numerus · CFO

BALANCED, NOT ESTIMATED

Nexus · Supply Chain

FORECAST, PROCUREMENT, LOGISTICS

Motus · Operations

STANDARDS, ASSETS, ENERGY

Manus · Workforce

ROSTER, PAYROLL, COMPLIANCE

Zentallio Vision

FOOTFALL, QUEUES, SAFETY

The school list is the basket.

A uniform pack rings as one line against a named school and year group, not as nine items typed in by hand.

The family is the customer, not the buyer.

Sizes bought are recorded per child, which is what makes the size-up prediction possible at all.

Iris knows what the next size is.

The upsell is the size above, offered at the till because the child was already measured against it.

96

Baskets per hour, live

12

Core POS solutions, standard

Margin is read by season block, not by month.

A uniform mix of 38% behaves nothing like the rest of the range, and averaging the two hides both.

92.4% is on watch, not celebrated.

Readiness looks healthy until you read pack fill underneath it at 89% — the number that decides whether intake week trades.

The fourth lens audits the AI.

Age-band forecast accuracy is reported beside margin, because a buy is only as good as the band split behind it.

44.8%

Gross margin, season-block

90.6%

Age-band forecast accuracy

The season is a cash shape, not a run rate.

Stock is paid for months before intake week trades it, and the ledger shows that gap rather than smoothing it.

Uniform and range are costed apart.

A 38% uniform mix at contract prices is a different margin engine from the rest of the floor, and blending them hides which one is working.

Ask Iris for any number.

Any store, any school, any block — answered in the conversation rather than a week after close.

The intake calendar drives the order, not the reorder point.

Twelve schools with twelve fixed dates are twelve separate clocks, and one reorder rule cannot serve all of them.

Being 19 days behind is a supply fact, not a store fact.

The gap is reported where it can be closed — at the order — and not at the counter where it can only be apologised for.

Airfreight is a costed option, not a panic.

Iris prices pulling a reorder forward against shipping it late, so the expensive answer is chosen deliberately or not at all.

12

Schools, twelve clocks

5 wk

To intake, fixed date

Intake week is an operating plan, not a busy week.

Fitting capacity, queue management and floor layout are planned for it in advance, because it will not be rehearsed twice.

Standards are evidenced, not asserted.

Sign-off against a checklist with a timestamp, so a claim about the floor is a record rather than a recollection.

Iris watches the exception, not the routine.

The stores that met standard are quiet; the ones that did not are named.

74

Stores to one standard

One week

Planned for, not survived

The roster follows the calendar, not the month.

Seasonal cover is booked against each school's intake date rather than spread evenly across a quarter that is not evenly busy.

Seasonal hires are onboarded, not just scheduled.

Training, compliance and till access are ready before the week they are needed, not during it.

Hours, payroll and compliance on one record.

Who worked, where, at what rate — without a second spreadsheet running alongside the season.

46%

Of the season, in one week

By date

Cover booked per school

Pack readiness by school · 5 weeks out

Intake week is one week — last year

Week −2 11% of season

Week −1 19%

Intake week 46%

Week +1 16%

Rest of term 8%

Nearly half the season trades in one week

Batch and supplier are carried on the item record, so a style is traceable back to the run it came from rather than to the season it sold in.

Compliance attributes are held as data, not as a certificate in a folder — which is the difference between a rule that can fire and a claim that has to be looked up.

A flagged batch is blocked at the till by rule, across all 74 stores at once, rather than by an email asking staff to remember.

Affected baskets are identifiable because sizes are recorded per child, so the families who bought it can be reached rather than broadcast to.

The audit trail is a by-product of trading, not a document assembled after an incident.

Batch

Traced, not estimated

74

Stores blocked by one rule

Maternity, newborn and infant are routed as one continuous journey rather than three departments that happen to share a customer.

An expected date is a schedule, not a note — it tells the system when the next need arrives without anyone asking the customer again.

The handover from maternity to newborn is a rule with a date on it, which is the moment most retailers silently lose the family.

The first year of sizes feeds the growth-cycle model directly, so this customer's size-up timing is understood earlier than any other's.

Repeat-family rate at 47% is measured across the whole journey, not per department, because a department-level number cannot see the leak.

47%

Repeat families, live

One journey

Not three departments

Demand by age band · this season

Where 9–10 went — band migration

Bought 9–10 last year 8,400 families

Bought 9–10 again 3,100

Moved up to 11–14 4,600

Lapsed entirely 700

The band did not shrink — it aged

Size-up timing is modelled per child at 88.4% accuracy, from the sizes that family has actually bought — not from a national growth chart.

The window matters more than the message. A size-up offer that lands two weeks late lands after the purchase has already happened elsewhere.

Size-up capture is measured at 62%, which makes the missed 38% a number a buyer can be held to rather than a feeling about loyalty.

The model is the reason the age-band forecast can distinguish a band that shrank from a band that aged — those are the same children, differently filed.

Repeat families at 47% is the outcome this model exists to move, and it is reported on the board next to margin.

88.4%

Size-up timing accuracy

62%

Size-up capture, live

Occasion demand is modelled as its own shape, because a week that does five times the trade of the week before is not a trend line.

Gifting skews the size mix as well as the volume — a gift is bought a size up, deliberately, and the buy should expect that.

Occasion and school season compete for the same working capital, and planning them together is the only way to see that competition before it happens.

Capacity — stock, staff and fitting room — is planned against the spike rather than against the month it falls in.

The same discipline that makes intake week survivable makes every other fixed-date spike survivable, which is why one model serves both.

Lumpy

Modelled, not averaged

7

Models live, this sector

Onboarding is agentic.

Iris connects the school list, the pack definitions and the intake calendar directly — no manual data mapping.

Last season's sizes are imported, not retyped.

Historic per-child purchases carry in, which is what makes the growth-cycle model useful in month one rather than month twelve.

Live in weeks, learning from day one.

Go-live is a configuration, not a project plan — which matters when the next fixed date is already on the calendar.

Layer 1 — Iris, 24/7.

Configuration questions, anomalies and routine issues resolved directly, instantly — including through intake week.

Layer 2 — our engineers.

Anything Iris can't close escalates automatically to a Zentallio engineer.

No blank tickets.

Every escalation arrives with Iris's own diagnosis — engineers start from an answer.

The gap surfaces
five weeks out

Not in the queue on day one

Named schools,
not a group average

Two schools, not twelve

The move,
costed against airfreight

Chosen, not panicked into

A band that aged
reads as growth

Not as two separate misses

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