Built a Friday management report for operational visibility: warehouse efficiency, orders per week, and weekly revenue checkpoints.
What began as the TLF Financial Times evolved into a structured reporting system that gave management a clear picture of both financial and operational performance. The early reports focused on core customer and sales metrics, such as first-time versus returning customers, total orders, net sales, and return rates. They also highlighted warehouse productivity by recognizing top pickers and packers, which gave managers both a high-level overview of performance and insight into individual contributions.
As the project developed into the TLF Times, the reports expanded in scope and value. Consumer engagement was tracked more closely by breaking out inaugural and returning customers and measuring week-over-week changes. Sales reporting became more detailed by distinguishing gross and net sales and breaking down performance by channel, including the online store, TopCart/TapCart, and GRIN Creator Management. This gave leadership a clearer understanding of where revenue was coming from and how it was shifting over time.
The addition of warehouse efficiency rankings brought another layer of value. By showing SKUs handled per minute, per hour, and in total, the reports created a benchmarking tool for performance, identified top contributors, and flagged where improvements could be made. Together, these changes turned what started as a financial recap into a practical operational guide.
The initiative proved valuable by connecting different areas of the business into one reporting rhythm. Customer growth, sales channels, product returns, and warehouse throughput were all tracked in a consistent, easy-to-read format. This gave leadership reliable insights for weekly meetings, helped identify risks, and recognized opportunities for improvement. It also showed initiative by transforming raw data into actionable intelligence that supported decision-making across the company.