Slides That Follow Your Voice: American Accent Sales Demo

Slide 1: Two stores, 30 days

0:17Hi everyone, thanks for making time. I know Tuesdays at a bakery start at three in the morning, so the fact that any of you are awake and looking at a screen at two in the afternoon is, uh, honestly, kind of a miracle, and I'll try to be quick. [chuckles]

0:31So here's what I'm going to do. I'm going to open your real schedule, the one Marisol sent us last week for the Oakmont Avenue store, and I'm going to fix it in front of you. It's not a sample, it's yours, and if it breaks you get to watch, which has happened, and we'll talk about that if it does.

Slide 2: Your actual schedule, fixed in front of you

0:49It was a hotel conference room, last spring, the projector died, and, honestly, the carpet was so loud nobody noticed for a minute. It wasn't the software, but, you know, try proving that to a room. So now I carry my own cable. Anyway. Okay.

1:05Okay. This is Oakmont, week of the sixteenth. Fourteen people, three hundred and twelve scheduled hours, and right here, in red, forty, no, forty-one hours of overtime that nobody planned. Most of it belongs to two people, Dev and Annika, because they're the only ones who can run the laminator, and the laminator, I'm told, is basically the whole business.

Slide 3: 41 hours of overtime

1:29So watch this. I click Dev's name. The system knows he's certified on the laminator, that he asked for Thursdays off through March, and that he's already at thirty-eight hours by Friday morning. Actually it's thirty-seven and a half, it rounds up, but, whatever, close enough.

Slide 4: One click: 41 to 6

1:45So if I take Dev and I, no, let me do it the way it actually happens. When I try to drop him into Saturday's open shift it doesn't stop me, it just tells me, in plain English, that this shift costs you ninety-four dollars more than it needs to, and it offers me Priya, who did her laminator training in January and has fourteen hours free. One click, and the red goes away. Overtime for the week, for the week goes from forty-one hours to six.

2:16Now, the part your managers will actually care about, which is open shifts. Yeah, Marisol, I see you nodding. Right now, when somebody calls in sick, Marisol texts nine people, waits, texts four more, and then she comes in herself.

Slide 5: Open shifts

2:30We pulled your messages from February, with permission, and the uh, average time from a call-out to a filled shift was two hours and fifty minutes. So here's the swap board. The moment a shift opens, every qualified, available person gets one notification, the first to accept gets it, and the manager gets a single message that says, handled. In the bakeries already on the system, that average is about eleven minutes.

Slide 6: The forecast, two weeks out

2:57Let me show you the forecast, because this is where it gets a little bit strange.

3:01For Oakmont, it's telling you to add one person from seven to ten on Saturday the twenty-first, because there's a parade on Hollis Street, and to drop one person on Monday, because it's going to rain, and Mondays in the rain are quiet. I don't know what the parade is for. I asked three people and got three answers and one of them was a goat. So. I don't know. Anyway. [laughs]

3:26It's been right on Oakmont about eighty-seven percent of the time over the last ten weeks. The other thirteen percent, it was wrong in the direction of too much staff, which is the direction you'd pick, right?

3:38What does it cost. four dollars per employee per month, no setup fee, quit any time. For your fourteen stores that's a little under seven hundred dollars a month, and the overtime we just took out of one store in one week was worth more than that on its own.

Slide 7: What it costs

3:54I had a slide with the math on it. It's not in this deck. It doesn't matter, you can do it. [sighs]

4:01So here's my ask. Give me two stores for thirty days. Not all fourteen, just two.

Slide 8: Two stores. 30 days.

4:10Pick the one that runs beautifully and the one that keeps you up at night. If the second one doesn't look like the first one by the end of the month, you never hear from me again, and I'll still send the uh, bagel order on your way out. I did that once, in Portland, the two-store thing, and six months later the manager wrote to say the second store was now the good one and the first store was the problem, and I didn't really have a response to that. It doesn't fix everything. It moves the problem somewhere you can see it. Which, I guess, is the pitch. Okay.

4:43Questions?