Compass · 04
The board pack, already written.
Trading, profit, cash, stock and quarter position — assembled from the same figures the weekly brief runs on. Every number reconciled. Every assumption stated.
05Stock and range
Position at month closeStock on hand (retail)
$24.10M
228,400 units · approx $6.02M at cost
Weeks cover
58.2
Ceiling 40 weeks
Capital above ceiling
$2.44M
At cost, releasable on clearance
Discount depth
6.9%
Of gross sales
| Market | Stock at retail | Units | Cover | Position |
|---|---|---|---|---|
| US | $12.40M | 158,200 | 52.4 | 12.4 weeks above ceiling |
| AU | $5.30M | 70,200 | 104.8 | 64.8 weeks above ceiling |
Capital locked in stock: closing cover of 58.2 weeks sits 18.2 weeks above the 40-week ceiling. Approximately $2.44M of inventory at cost is held above the target position and cannot cycle at the current rate of sale.
Operating costs are modelled from percentage-of-net-sales assumptions, not reported figures. EBITDA and every ratio below gross margin is indicative.
10Strategic position
Anchors assessedGross margin as a non-negotiable — GM% remains 10 points above plan, showing margin discipline held through the period.
Revenue growth through full-price demand — persistent sales gaps indicate reliance on discounting rather than full-price sell-through.
Brand awareness as a commercial lever — marketing efficiency is above plan; the next 30 days determine whether spend drives traffic recovery.
Sample view · 2 of 10 sections · retailer anonymised, figures illustrative
↓ Full pack
What's in it
Executive scorecard
The metrics the executive team is held to, each against a target, with movement on the prior month. A metric without a target does not appear.
Trading and profit
Product margin on gross sales. Achieved margin after returns. The two are not the same number, and a board that sees only one is reading the wrong business.
Cash and funding
Cash, runway, facility headroom, net debt, working capital and the cash conversion cycle.
Stock and range
Cover against ceiling, at retail and at cost — and the capital sitting above target that clearance would release.
Quarter position
Where the quarter lands at the current rate, and the run rate required to close it.
Risk and outlook
Ranked by exposure, each with a crystallisation date and a quantified figure.
Why it can be trusted
A missing number is a question. A wrong number is a bad decision.
Every figure that can be checked against another figure is. Category revenue against total sales. Market totals against the group. Stored cover against cover computed from units sold.
Where two figures disagree, the board pack says so on the first page. Where a figure is modelled rather than reported, it says that too.
Most board packs fail quietly. This one tells you where it is weak before anyone asks.
Multi-market
Each market in its own currency. One group position when the rates allow it.
Profit translates at the average rate for the period, stock at the closing rate, and both are stated on the report.
Where a rate is missing, no group total appears at all. Each market reports in its own currency with a notice on the page.
A board pack with a missing total is a question. One with a wrong total is a decision made on air.
Where the numbers come from
The board pack and the weekly brief agree by construction.
Trading
Every published weekly brief in the period. An unapproved brief is not a position anyone has taken, so it does not appear.
Below gross margin
Operating costs, balances and headcount entered monthly, or drawn from your accounting system once connected. Who prepared them and when is stated on the report.
Strategy
Strategic anchors and quarterly initiatives, so the board reads performance against what the business committed to.
Accounting system integration is on the roadmap. Until it lands, monthly figures are entered by hand and the report records the entry method — so when the integration produces a different EBITDA, the change is visible rather than silent.
Compass is built from what the rest of the platform already knows.
Compass