Laminir for founders and executives
You should be deciding. Not waiting on the numbers.
Every commercial lever in one place, read together and held against the direction you set. The position, the decision that follows, and a board pack that writes itself — without a planning function or a BI team behind it.
What each team sees
Trading
−32%
to plan
Buying
67.7w
cover
Digital
27.4x
MER
Brand
+38%
trend
Read together
Demand is the constraint, not paid efficiency. Scaling spend into a category the customer has moved on from compounds the cover position rather than closing the gap.
Against your anchors
Gross margin, non-negotiable
HoldingRevenue growth, full price
At riskProduct relevance
AwayAwaiting you
Hold full-price posture and carry the cover into Q4, or clear at depth now. The margin anchor and the growth anchor cannot both be protected this quarter.
Approved · recorded · tracked
Illustrative
It isn't that you can't see the numbers. It's that nobody has put them together.
You built a good team and bought good systems. The problem is what sits between them — and it lands on your desk.
Four answers to one question
You ask how the quarter is tracking. Trading gives you revenue, buying gives you cover, digital gives you paid. All correct, none complete, and reconciling them is your job before you can decide anything.
The direction quietly stops applying
You set the strategy in January. Twelve weeks of soft trading later every department has optimised for its own number, and nobody has measured a single decision against what the business actually committed to.
The board pack eats the week
Two days pulling it together, thirty minutes presenting it, and it is out of date before the meeting starts. The one document that should sharpen the conversation is the one nobody has time to build properly.
What changes
One position. One plan every decision answers to.
Nothing is assembled for you, because nothing has to be. The read is done, the position is taken, and the reasoning is shown.
Monday starts with the answer
Where the quarter stands, what run rate it now needs, what changed across every lever and what it means. Read in five minutes, before anyone has assembled anything.
Nothing drifts quietly
Your strategic anchors frame the position, constrain what the agents recommend and set the standard your team is held to. When a decision pulls against the direction, it is visible in the week it happens.
The board pack is already written
Trading, profit, cash, stock and quarter position, assembled from the same figures everything else runs on. Reconciled, disclosed, and ready to be read rather than built.
The shift
From explaining the last week to deciding the next one.
Before
Chasing four departments for numbers that do not reconcile
After
One position, already taken, with the reasoning shown
Before
Finding the drift in the quarterly review
After
Seeing it in week six, while there is still a quarter to fix
Before
Two days building the board pack
After
Reading it, and deciding what to ask the board to approve
Before
Nobody can say why the March decision was made
After
Every call kept, with its reasoning and its outcome
What you will use
Two layers you read. Two that run underneath.
Who built it
Built by people who have sat in your seat.
Twenty-five years in retail leadership — CEO and general manager roles running businesses into the hundreds of millions across Australia, the UK and Europe — alongside people who have led buying, operations and trading at the same scale. Laminir exists because the same gap showed up in business after business.
Founders and executives