The book
Every store at once. Which make money, which lose money, and where the delivery is stuck — without opening fifty pages.
Only 1% of tasks carry a time entry, so every hours figure below is a floor rather than a total. Margin is not computed for a store until its retainer, onboarding date and hourly cost all exist — the gaps are shown as dashes rather than filled in.
What onboarding really costs against monthly management — the split that lets the Strategy Core be priced separately.
Where the time actually goes, which is what tells you what to automate next — evidence rather than intuition.
Margin per store
Sorted worst first. A store below the line is either underpriced or badly run, and the difference matters.
| Store | Month | Hours | Retainer | Cost | Margin | h / 1k / mo |
|---|---|---|---|---|---|---|
| Abbey London | — | — | — | — | — | — |
| astrilon | — | — | — | — | — | — |
| Beaumont Nice | — | — | — | — | — | — |
| Breathfree | — | 0 | — | — | — | — |
| Carol Jewellery | — | — | — | — | — | — |
| Celestia | — | — | — | — | — | — |
| Colleins | — | 0 | — | — | — | — |
| Eleanor Savannah | — | — | — | — | — | — |
| Elsa Berlin | — | — | — | — | — | — |
| Envoise | — | 0 | — | — | — | — |
| Fit Cherries | — | 0.9 | — | — | — | — |
| Grace Parker Jewellery | — | — | — | — | — | — |
| Henrietteparure | — | — | — | — | — | — |
| Icon Amsterdam | — | 0 | — | — | — | — |
| Jess Anne Boutique | — | — | — | — | — | — |
| Joseph Violet | — | — | — | — | — | — |
| Junior Palace | — | — | — | — | — | — |
| Lian Footwear | — | — | — | — | — | — |
| Little Rowan | — | 0 | — | — | — | — |
| Maison Cosmetics | — | 0 | — | — | — | — |
| MayCosmetics | — | — | — | — | — | — |
| Mescini | — | — | — | — | — | — |
| Modebergbern | — | — | — | — | — | — |
| Moonhaven | — | 0 | — | — | — | — |
| Morenzio | — | 0 | — | — | — | — |
| Nature Roots | — | 0 | — | — | — | — |
| Nela Bag | — | — | — | — | — | — |
| Nora Winslow | — | — | — | — | — | — |
| Nordheim | — | — | — | — | — | — |
| Notbranded | — | — | — | — | — | — |
| Nova Jewelry | — | — | — | — | — | — |
| Ohmydotz | — | 0 | — | — | — | — |
| petcura | — | 0 | — | — | — | — |
| Riley River | — | — | — | — | — | — |
| Roha Home | — | — | — | — | — | — |
| Rosenfield Mode | — | — | — | — | — | — |
| Sarah Oliver | — | — | — | — | — | — |
| Soos Atelier | — | 0 | — | — | — | — |
| Terrahouse | — | — | — | — | — | — |
| The Reeder Family | — | — | — | — | — | — |
| Valerie Mason | — | 1.2 | — | — | — | — |
| Vionnera | — | — | — | — | — | — |
| Viorita | — | — | — | — | — | — |
| Voramae | — | — | — | — | — | — |
Capacity
How many more stores we can take, as a number rather than a feeling.
Capacity needs two things this book does not have yet: recorded delivery hours, and a retainer on at least one store.
Once both exist, the forecast is mechanical — mean hours per store per month against hours available. Until then it is left blank, because a capacity number derived from no measured hours is exactly the kind of figure that gets someone to sign a contract we cannot deliver.