I help owners of print, embroidery, workwear and promotional merchandise businesses fix the systems that are holding them back. Start with a Clarity Audit: a day inside your business, six areas followed from start to finish, and within five working days a written plan that tells you what’s broken, what it’s costing you, which software actually fits how you work, and what to fix first. That’s the penny drop: you finally see what’s happening, why, and what to do about it.
The plan is yours to act on, with me or without me. I’ve spent 25 years inside print, embroidery, workwear and promotional merchandise businesses, so I can usually second-guess your problems before you’ve finished describing them. Plain English. No jargon. No vendor agenda.
If I spent a day in your business looking at your systems, your processes and your technology, how confident are you that I wouldn’t find anything costing you money you don’t know about?
Craig Blackman · Decoded Ops
The cost of standing still
What disconnected systems actually cost you.
These are the numbers I see in businesses like yours most weeks. Not hypothetical, and not worst case. Just the quiet cost of systems that don’t talk to each other.
3–6hrs a week
Lost to manual re-keying between systems that don’t talk to each other
Re-keying
2–4hrs a week
Spent on manual invoicing and reconciliation
Finance
3–5per cent
Of inbound stock at risk where inventory is disconnected
Inventory
1–3per cent
Of orders affected by picking and despatch errors
Despatch
How I help
A day on site, a written plan, then as much or as little as you need.
Four services. Each one stands on its own, and each is a natural next step from the one before it. Almost everyone starts with a Clarity Audit, because until somebody has followed your processes from start to finish, everything after that is guesswork.
DO-ART-906 · Materials
01
Clarity Audit
On-site audit and written plan
A full day on site, six areas followed from start to finish, then a written assessment and roadmap inside five working days.
Independent vendor brief, procurement and project oversight. One point of contact, and someone technical sitting on your side of the table.
03
Transform
Multi-workstream programme
ERP, eCommerce and process redesign run together as one programme. Process led and people first, and scoped only once an audit has shown what it needs to cover.
04
Retained
Fractional CTO
Monthly strategic and operational leadership. Roadmap ownership, vendor management, and a direct line to me.
3×
Decoded Ops · Clarity Audit · the guarantee
Three times the fee, or you don’t pay it.
If the report doesn’t identify at least three times the fee in recoverable cost or lost revenue, it’s refunded in full. No conditions. No questions.
What you notice on the day
Three things you notice on the day I’m on site.
01 · Translation
I say it back to you clearly.
I take what you’re trying to convey (often half-formed, vague, hard to articulate) and reflect it back as a solution or a clear path forward. Business owners feel understood in a way they often haven’t been before.
02 · Problem solving
When you tell me the system can’t do that.
That’s usually where the conversation starts rather than where it stops. I find a different way, connecting things that were never designed to connect, or reframing the problem so the tool you already own handles it differently.
03 · Facilitation
People adopt what they helped build.
In a mixed group of directors, warehouse staff and office teams, I ask the question that makes everyone stop. They adopt the result because they built it. That’s how change actually sticks.
DO-ART-202 · MeasureRev 01Issued
What it turns up
Nobody retypes a supplier spreadsheet.
Case study 01, real production numbers. One import pipeline, run to a schedule, doing a job that used to be done by hand every time a supplier changed a range. Not projected and not modelled. This is what actually happened.
Same approach at Case study 02, real production numbers: nine supplier feeds automated, and a projected saving of 20 to 40 hours a week.
Where the software came from
I didn’t set out to build software.
I kept meeting the same gap in businesses I was already fixing. The platform was usually right. It just would not do one particular job, and nothing on the market closed that gap at a price a business this size could justify. So I built the thing that did.
Because it was built by someone who does the process work, the Process Register and the SOPs are built in rather than bolted on. That is the Decoded Method running inside the software instead of sitting in a folder nobody opens.
What that looks like at full stretch
Disclosure
Eternal Fitness is my wife’s business, so it isn’t an arm’s length client reference and I won’t pretend otherwise. It’s here because it is the clearest example of how far this goes, and because there was nowhere to hide if it didn’t work.
Multiple systems consolidated into one operations hub.
Every procedure and process documented.
The mundane but important work automated.
A business that can scale online and offline without adding admin to do it.
