Blvck Sheep Energy • Diamond Results
“I find what’s broken. I fix it.”
Sample — Multi-Unit Operations Diagnostic
What a real client deliverable looks like: what I observed, what it is costing you, and exactly what to fix first — in plain English, in priority order.
Client
Metro Atlanta wireless retail dealer, 3 locations
Locations referred to as A, B, and C in this sample to protect confidentiality.
Prepared by
Asia Spaulding
Blvck Diamond Consulting Firm
Findings review call included
SAMPLE REPORT — PLEASE READ: This is an anonymized sample created to show prospective clients the format, depth, and tone of a Blvck Diamond Consulting Firm diagnostic. The client, findings, and figures are illustrative examples based on common multi-unit retail patterns. A real engagement report contains your locations, your numbers, and your evidence.
How to read this report: Start with the Executive Summary for the headline. Read the findings for the evidence. Use the 30-Day Action Plan on the last pages to act — every action has a week and a named owner.
Introduction
Asia Spaulding is the founder of Blvck Diamond Consulting Firm. For eleven years, Asia Spaulding ran multiple districts across wireless retail, financial services, and beauty retail. She also holds a B.S. in Accounting, so she reads the numbers as closely as she reads the floor — and that combination is what this diagnostic brings to your business.
I assessed day-to-day execution across three wireless retail locations over two days of on-site observation, a review of sales and KPI reports, conversations with managers and associates, and one mystery-shop visit per location. The headline finding is simple: the product, the pricing, and the people are not the problem — inconsistent closing routines and shift leads who were never trained to coach are costing this dealer sales every week. One location closed 20 minutes early twice during the observation window, attachment selling was not happening at all, and the strongest location is quietly carrying the other two. None of this requires new staff or new systems to start fixing — it requires consistency, training, and follow-through, in that order.
I watch the real day-to-day, not the tour version. Every finding in this report ties to something observed, counted, or reviewed — not to an opinion.
Two days across all 3 locations, including opening, peak, and closing — when leadership was present and when it was not.
Close rate, average transaction value, attachment, and shrink reviewed by location so the numbers could be compared fairly.
Conversations with 2 managers and 6 associates. I asked what helps them sell, what gets in the way, and what they would fix first.
One mystery-shop visit per location, scored like a real customer: greeting, discovery, recommendation, attachment offer, and close.
Illustrative figures — sample only, not a real client’s results
| Location | Close Rate | Avg. Transaction Value | Shrink Trend |
|---|---|---|---|
| Location A | 28% | $186 | Rising slightly |
| Location B | 21% | $154 | Rising |
| Location C | 19% | $142 | Rising fastest |
| Group average | 23% | $161 | Rising |
Illustrative table: in a real report this snapshot is built from your POS and sales reports for the review period, with the period and source named on the page.
Read it this way: Location A is not doing different work — it is doing the same work consistently. Locations B and C lose sales at the close and leave money on the table in every transaction, which is exactly what you would expect when attachment offers are not made and closing routines drift. Shrink rising fastest where counts are weakest is not a coincidence. It is a pattern.
Key Findings — Staffing
There is no shared opening or closing checklist in use across the three locations, and each store has invented its own version of “ready.” One location closed 20 minutes early twice during the observation window, with the door locked while posted hours said open. If a customer cannot get in, nothing else on this list matters.
Schedules are built from habit, not from when customers actually come in, so peak windows run thin while slow hours run heavy. Associates feel it first — rushed service at peak, idle time later — and customers feel it as waiting. Match the schedule to the traffic and two problems get smaller at once.
Key Findings — Leadership
Shift leads were promoted because they were good at the job — nobody ever taught them how to lead it. They do not run huddles, they do not correct in the moment, and they avoid the hard conversations, so the same mistakes repeat every shift. That is not a people failure. That is a training failure, and it is fixable.
Associates described — accurately — that the rules depend on who is running the shift. One leader checks the closing routine, the next lets it slide, so the team has learned to wait and see. Everybody is watching the leader. When the standard moves, the team stops trusting the standard.
Key Findings — Customer Experience
In the mystery-shop visits, Location A greeted promptly and asked what brought the customer in; Locations B and C were slower to acknowledge and moved straight to the product. Customers decide fast whether a store wants to help them or just sell to them. Right now, the answer depends on which door they walk through.
During posted hours the floors were clean, displays were faced, and customers were treated with courtesy — that foundation is real and worth protecting. The watch item is the last hour of the day, when tidying for close starts to compete with serving whoever is still shopping. Closing tasks should never tell a customer, without words, that it is time to leave.
Key Findings — Sales Routines
Attachment selling was observed in 0 of 9 transactions — no case, no protection plan, no accessory offered, not once. This is not associates refusing; nobody has made it a routine, nobody models it, and nobody follows up on it. Every silent transaction is margin walking out the door with a customer who probably would have said yes.
Spot counts did not match system counts in high-theft categories, and the gaps were largest at the locations with the weakest closing routines. When counts are off, you cannot tell theft from process error — and you end up suspecting people instead of fixing the process. Tighten the routine first, then see what is actually left to explain.
There is no consistent daily huddle, no visible target for the day, and no end-of-day recap, so good days and bad days both pass without anybody naming why. The talent is there — Location A proves the routine works when somebody runs it. Give every store the same simple rhythm and the group average starts to move.
Four Critical findings, and not one of them is a “bad employee” finding. They are routine, training, and follow-through findings — the most fixable kind there is. That is why the plan on the next page is 30 days, not six months.
Highest impact first. Every action has a week and a named owner.
A diagnostic tells you what is broken. Implementation is where it gets fixed — and where most plans quietly die. Support from Asia Spaulding can include:
That means on-site coaching for shift leads and managers, weekly check-ins on the new routines, and a 30-day follow-up review against this baseline.
Implementation and coaching are quoted separately after the diagnostic. You will know the full quote before any work begins.
Asia Spaulding
Blvck Diamond Consulting Firm
“I find what’s broken. I fix it.”
678-383-1742
asia@blvckdiamondfirm.com
First conversation’s free.