Proof Panel 01
HVAC dispatch and capacity
Decision type Hire now or recover capacity being lost inside dispatch
What was happening
  • Late arrivals
  • Reschedules
  • Callbacks
  • Office overload
Core constraint
Demand was not the constraint Calendar truth was
First move
Define job types Protect daily slots for 14 days before the calendar fills
Signal to track
  • Reschedules
  • Jobs per technician per day
What changed
7 days
Reschedules fell roughly 20 to 35 percent
30 days
Jobs per technician rose roughly 10 to 20 percent without hiring
Proof Panel 02
B2B SaaS activation and retention
Decision type Hire more sales and increase spend or fix churn and stalled value first
What was happening
  • Onboarding busy
  • Usage stalled
  • Tickets up
  • Expansion rare
Core constraint
Top of funnel was not the constraint Value realization was
First move
Define one day 14 win Build a three checkpoint proof path
Signal to track
  • Day 7 proof reached
  • New cohort weekly active usage
What changed
7 days
New account tickets fell roughly 15 to 25 percent More users hit proof
30 days
Early activation rose Fewer accounts went dark in month one
Proof Panel 03
Manufacturing planning and cash pressure
Decision type Add a second shift or buy equipment or stop planning volatility first
What was happening
  • Dates unreliable
  • Shortages and waiting
  • Overtime
  • Cash tight
Core constraint
Order volume was not the constraint Planning truth was
First move
Protect a 10 day frozen window Gate urgent work through a named swap
Signal to track
  • Plan changes per day
  • Overtime hours
What changed
7 days
Plan resets reduced sharply Overtime fell roughly 10 to 20 percent
30 days
On time delivery improved Cash pressure eased as panic buying reduced
Proof Panel 04
Pricing reset and margin protection
Decision type Raise prices now or hold steady without triggering churn and scope drift
What was happening
  • Every proposal negotiated
  • Exceptions kept appearing
  • Founder rescuing delivery
Core constraint
Sales volume was not the constraint Pricing coherence was
First move
One sentence pricing story Exception gate for discounts and scope changes
Signal to track
  • Discount rate
  • Change requests per project
What changed
7 days
Discounting reduced sharply Proposals became faster and cleaner
30 days
Average margin improved roughly 8 to 15 percent Scope creep reduced
Proof Panel 05
Distribution stock policy and cash release
Decision type Expand categories and hire sales or stabilize replenishment logic and cash first
What was happening
  • Stockouts on top lines
  • Slow stock piled up
  • Urgent buying
  • Discounting
Core constraint
Demand was not the constraint Replenishment decision logic was
First move
Three bucket SKU policy Weekly stock council to gate overrides
Signal to track
  • Bucket A fill rate
  • Tail inventory value trend
What changed
7 days
Buying stabilized Stockouts on top lines stopped getting worse
30 days
Bucket A availability improved Cash pressure eased as tail buying reduced
Proof Panel 06
Clinic attendance and capacity recovery
Decision type Hire more clinicians or stop capacity loss from no shows first
What was happening
  • Constant reshuffles
  • Gaps then rush
  • Long waits
  • Staff stress
Core constraint
Staffing was not the constraint Attendance commitment was
First move
Booking commitment ritual Two step confirmations Standby list
Signal to track
  • No show rate
  • Standby fill rate
What changed
7 days
No shows reduced roughly 15 to 25 percent The day felt more stable
30 days
No shows fell roughly 25 to 40 percent Clinician utilization improved