Roll'd

Executive summary
Objective. Turn fragmented operational data into daily decisions across 110+ stores.
Approach. Seven overlapping phases, sequenced by impact.
Value.
2026 — live visibility across workforce, compliance and store performance; visible daily, flagged early.
2027 — data-led decisions across campaigns, digital ordering, catering and new sites; outcomes measured end-to-end.
Phase timeline
Each phase delivers in waves — early value first, then deeper capability over time. Phases overlap by design, sequenced by business impact.
📋 One level deeper than Strategy — each phase broken into individual deliverables and mapped to their delivery month across the full roadmap horizon

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💡 Ideas and capabilities identified but not yet scheduled — the pipeline of future work that feeds into the roadmap as capacity opens up
📐 Scoring frameworks and KPI definitions — the measurement standards behind the roadmap's success criteria. This is the north star: every phase and deliverable ultimately ties back to these metrics
Group Performance Score
Top Level
↓ ↓ ↓ ↓ ↓
1. Customer Experience
Experience quality (Reviews / BirdEye)
Speed of service
Complaint rate
Customer frequency (7-day return rate)
2. People & Capability
Store manager readiness
Training completion (RISE / RTP)
Retention (key roles)
Commitment delivery score (weekly)
Leadership depth / bench strength
3. Store Performance
Sales performance — sales vs target, transaction growth, meal deal conversion, drinks attachment
Labour productivity — SPLH, average hourly rate, rostering to demand
Cost discipline — food cost %, wastage, OPEX control, stocktake compliance
Operational efficiency — rolling measurement discipline, rolling speed, workflow consistency
4. Digital & Growth Engine
Rollers Club adoption (% identified customers)
Digital order mix
3PL performance
Catering / B2B growth
Customer database growth
5. Network Growth
New store openings (corporate + franchise)
Site pipeline (leases, approvals)
Franchise pipeline (leads → conversions)
New store performance vs target
Payback and ROI
CEO Summary: "This is how we run the business — one score at the top, driven by five core areas, executed through clear, measurable levers."
Phase definitions
Phase 1 Workforce & people
Network-wide workforce intelligence — from daily rosters to long-term people performance
Replacing hours of manual store-by-store reporting with a single workforce platform — roster and compliance visibility for corporate and franchise today, building toward retention tracking, manager readiness and full people analytics over time.
Phase 2 Store & sales performance
One performance view from store floor to boardroom — sales, cost and efficiency
Eliminating manual spreadsheet reporting with automated daily sales intelligence, pattern detection to catch underperformance before month-end, store-to-store benchmarking, and full labour and efficiency visibility across the network.
Phase 3 Standards & experience
Operational standards and customer experience — the leading indicators of store revenue
Automated standards monitoring from cabinet presentation to floor operations, AI-driven analysis linking store quality to sales outcomes, and continuous customer experience tracking — reviews, speed of service and return behaviour across the network.
Phase 4 AI Camera
Empty-shelf detection that runs inside the store — three pilot stores proven, then every store whose camera can already do the job
Moving cabinet monitoring off a paid cloud call per photo and onto the store device, so detection cost stops rising with every store and every photo — a model per store that reads tray occupancy, hardware that survives a commercial kitchen, a control plane that updates and recovers the fleet without a store visit, and a wave-by-wave rollout to every store the camera survey marks compatible.
Phase 5 Digital & growth engine
Growth engine visibility — which channels, campaigns and programs are actually delivering
Marketing ROI measurement across campaigns and channels, Rollers Club and digital ordering performance including 3PL profitability, AI-powered B2B outreach to scale the catering pipeline without scaling headcount, and end-to-end catering automation from lead to repeat order.
Phase 6 Network growth
Full expansion lifecycle visibility — where to open, how fast, and whether it paid off
Data-driven site identification and scoring using demographics, traffic and revenue potential, pipeline velocity tracking from site approval to doors open and franchise leads to conversion, and post-opening performance monitoring comparing actual results against predictions and time to payback.
Phase 7 Sales forecasting
Tomorrow's trading, today — a daily sales prediction per store, so prep and rosters are set before the doors open
Not a KPI but a planning tool — it predicts today's total and in-store sales for every store so managers know how much to prep and when to schedule breaks, running live at 9–11% average error against a target of under 12%, where a naive same-weekday average scores 12.66%
Each phase delivers in waves — early value first, then deeper capability over time. Phases overlap by design, sequenced by business impact.
Store Performance Score (SPS)
Four areas scored out of 10, weighted to a final score out of 100
Sales Performance (35%)
Sales vs Target (40%)
Promise Performance (20%)
Transaction Count (20%)
Meal Deal / Roll Conversion (20%)
Scoring: Meal Conversion 30%+ = 10, <10% = 0
Drinks Attachment 60%+ = 10, <30% = 0
Labour Productivity (30%)
SPLH (75%)
Green → 10 · Amber → 6 · Red → 0
Average across dayparts
Average Hourly Rate (25%)
Within target → 10 · Slight deviation → 6 · Outside → 0
Cost Discipline (25%)
Food Cost % (50%)
Wastage % (25%)
Other OPEX (15%)
Stocktake Compliance (10%)
Wastage ≤ 1% → 10 · > 2% → 0
Stocktake completed → 10 · Not → 0
Operational Efficiency (10%)
Rolling Measurement (75%)
Completed → 10 · Not → 0
Rolling Speed (25%)
High → 10 · Medium → 6 · Low → 0
Formula
SPS = (Sales × 35%) + (Labour × 30%) + (Cost × 25%) + (Operational × 10%)
80+ = Strong performance 70–79 = Good, with opportunities 60–69 = Needs improvement <60 = Action required
SPS calculation example — Chadstone
Sales
8.0
× 35% = 2.8
Labour
7.5
× 30% = 2.25
Cost
8.4
× 25% = 2.10
Operational
9.0
× 10% = 0.90
Final SPS = 8.05 / 10 = 80.5 / 100 Strong performance
Customer Experience Score (CX Score)
Four equally weighted drivers (25% each), scored out of 10
1. Experience Quality (25%)
Metric: BirdEye / Review Score (normalised)
Cadence: Weekly
4.8+ = 10 · 4.6–4.79 = 8 · 4.4–4.59 = 6
4.2–4.39 = 4 · < 4.2 = 0
2. Service & Speed (25%)
A. Median Service Time
B. % Orders < 3.5 mins
Score = Average of A + B
≤3:00 = 10 · 3:01–3:30 = 8
3:31–4:00 = 6 · 4:01–4:30 = 4 · >4:30 = 0
3. Complaint Rate (25%)
Metric: Complaints per 1,000 transactions
Cadence: Weekly
< 1.0 = 10 · 1.0–2.0 = 8
2.1–3.0 = 6 · 3.1–4.0 = 4 · > 4.0 = 0
4. Customer Behaviour (25%)
Metric: % customers returning within 7 days
Cadence: Weekly (rolling 7-day)
≥ 40% = 10 · 30–39% = 8
20–29% = 6 · 10–19% = 4 · < 10% = 0
Formula
CX Score = Σ (Driver Score × 25%)
Must balance quality, speed, low complaints and repeat behaviour. Nothing hides.
Key risks: Data coverage for "return within 7 days" requires customer identification (Rollers Club). Speed gaming — stores may rush orders and drop quality. Protection: complaint rate + reviews act as a counterbalance.
CX Score calculation example — Chadstone
BirdEye
4.7
Median time
3:18
< 3.5 mins
74%
Complaints/1k
1.6
% returning
28%
Experience
8
× 25% = 2.0
Service & Speed
8
× 25% = 2.0
Complaints
8
× 25% = 2.0
Behaviour
6
× 25% = 1.5
Final CX Score = 7.5 / 10 = 75 / 100
Strong reviews, good speed, complaints controlled. Opportunity: lift repeat visits.
AI Camera — phase 4 in detail
The full picture behind phase 4: what changes, the plan step by step, what done means, and the questions the business still has to answer.