Watch the system actually run.
Working planning tools, not mockups — and the reasoning behind them. Start with the unit plan walkthrough if you only have time for one.
1. Descriptions. Titles and run times were pulled from Loom, so those are exact. The one-line descriptions underneath are my inference from each title — read them and correct anything that misrepresents the video. "Do you get this?" I could not infer at all and is marked below.
2. Client data. I have not watched these. If any video shows real client figures, names or logos, either swap it for a demo-data version or get written sign-off. An earlier draft of this page claimed no client data appears anywhere — I removed that claim because I cannot verify it, and a false assurance is worse than none.
Delete this block once both are settled.
The things I build.
Claude Unit Plan Demo
The full unit planning system end to end — from an empty template to a costed, size-broken buy that reconciles against a top-down budget.
Claude, Excel And SQL…Oh my!
The layer underneath the plan: how the database, the spreadsheet and the tooling fit together so the numbers refresh from source instead of being rebuilt by hand each season.
Core Forecast Tool
A short look at forecasting core and replenishment product — the part of the assortment that behaves nothing like seasonal newness and shouldn't be planned as if it does.
How to Build a Retail Success Index
Building a single composite measure of how a style actually performed, rather than arguing about which one metric to look at first.
How I think about the numbers.
WOH, WOS, WOC???
Weeks on hand, weeks of supply, weeks of cover — three measures people use interchangeably that answer genuinely different questions. Which one you pick changes the buy.
LADDER PLANS SUCK!
The case against ladder plans, and what to do instead. Opinionated, and worth watching if your team still builds them out of habit.
Big promotional weekend impact on core replen
What a major promotional weekend does to replenishment demand downstream, and why planning core off an unadjusted average gets it wrong in both directions.
AGED INVENTORY! OH MY!
Ageing inventory on receipt age rather than on velocity — and why aged stock is a re-use question before it is a markdown question.
Plans and forecasts: bridging risk gaps
A plan and a forecast are not the same document and should not be reconciled as though they were. Where the gap between them lives, and how to read it as risk.
Do you get this?
TODO: one line on what this one covers — the title gave me nothing to go on, and a one-minute clip is a good hook if it's labelled well.
Want to see this on your own data?
The fastest way to know whether it fits is a screen share against your actual history.