We brought ProBiz Direction in because our margins were shrinking and we could not figure out why. Daniel spent two days in our warehouse and found three process steps that were doubling our pick time. Six weeks later, cost per order dropped by 18 percent. That paid for the engagement several times over.
Rachel reviewed our pricing across all service lines and found we were undercharging our two most popular packages by roughly 20 percent. She helped us restructure the pricing, rewrite the proposals and train the sales team on how to present the change. Revenue went up 26 percent in the following year with no increase in headcount.
Margaret ran a hiring audit for us after our third bad senior hire in a row. She rewrote our job descriptions, changed the interview structure and introduced a practical task stage. The next two hires both stayed past the 18-month mark, which was a first for us at that level. I only wish we had called sooner.
James worked with our sales team for eight weeks. He rebuilt our pipeline tracker, introduced a weekly review cadence and coached each rep individually on discovery calls. Close rate went from 14 percent to 23 percent. The team actually enjoyed the process, which I did not expect from a consulting engagement.
We are a family-run retail business with three shops and an online store. ProBiz Direction helped us understand which product categories were actually profitable once we accounted for storage, returns and staff time. We dropped two lines, doubled down on three others and saw a 19 percent jump in net profit over the following six months.
Honest feedback from the start. Rachel told us on the first call that one of the two problems we described was not something they could help with, and recommended a specialist instead. That kind of candour is rare. For the operational issue they did take on, results came in ahead of schedule.
Pennine Logistics runs a 40,000 sq ft distribution centre near Bradford, handling around 1,200 orders per day for e-commerce clients. Their cost per order had been climbing for two consecutive quarters, and the operations team could not pinpoint the cause.
Daniel Osei spent two days on-site, timing each step from goods-in to dispatch. He found that a layout change made six months earlier had inadvertently added 38 metres of walking distance per pick run. A second issue was a manual double-check stage that duplicated an automated barcode scan already in place.
We reorganised the pick zones, removed the redundant check and retrained four warehouse staff on the updated flow. Within six weeks, cost per order fell by 18 percent and daily throughput increased by roughly 90 orders with no additional hires.
Gareth and Nia Lloyd run three shops and an online store selling home and garden products in south Wales. Revenue had grown steadily, but net profit was flat. They suspected the online channel was dragging margins down but had no clear data.
Rachel Whitmore built a product-level profitability model that allocated storage costs, return rates and staff time to each of their 14 product categories. Two categories, decorative lighting and seasonal outdoor furniture, were generating negative margins once those costs were included.
The Lloyds discontinued those two lines and redirected shelf space and marketing spend toward their three highest-margin categories: kitchen ceramics, garden tools and indoor planters. Over the following six months, net profit rose 19 percent on roughly the same revenue figure. The online store became profitable for the first time.
Aggregated figures from engagements completed between 2020 and 2024.
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