Industries — Programmes 06
A store opens for two weeks. Four hundred parents order in the last forty-eight hours. Every jersey needs a different name and number, and all of it has to ship before the first game.
The season
Spirit wear isn't a steady business. It's a queue of stores that all open and close in the same six weeks, and the shop that handles the rush without hiring wins the next season too.
A week of setup for a store that's open for two.
02 / The storeFour hundred garments, none of them identical.
03 / ProductionThe store shuts and the whole season lands at once.
04 / ApprovalsCoaches, boosters and a committee that all want a say.
05 / ScaleThirty schools, thirty stores, one team running them.
06 / Every dayThe agent you talk to — about your data, or a job you need done.
01 — Launching the store
Every team wants their own store, their own colours and their own products, and every one of them is built from scratch. By the time it's live the window has shrunk, and the booster club is already asking why it isn't up yet.
The second season with a club should cost you almost nothing to set up. Right now it costs the same as the first.
02 — Rosters, names & numbers
Names and numbers arrive as a coach's spreadsheet, a group text and four late corrections. Somebody retypes all of it into a production list, and the one that's wrong is the one you find out about when a parent opens the bag.
Personalised goods can't be resold. Every mistake is scrap, and every remake comes out of the same window.
03 — The close-out rush
Two-thirds of the orders arrive in the final forty-eight hours. Then the window closes and four hundred individual orders have to become one buy, one production plan and four hundred correctly bagged packages, in the same week as the other six stores that closed.
04 — Mockups & sign-off
The coach wants the crest bigger. A parent volunteer wants a different hoodie. The athletic director signs off, then somebody's mother emails about the shade of green. It's four rounds of art before a store that runs for two weeks even opens.
The stitch count moved with the size. The price moved with it too, before the store opened.
05 — Many stores at once
Each store has its own window, its own artwork, its own contact and its own deadline, and they all overlap. The person running them keeps the calendar in their head, and the first sign of trouble is a store that closed a week ago and never got produced.
06 — Ask it anything
The other agents work the stores and the queue. Reggie sits in a panel beside whatever you're doing, knows how the software works and can query your live data — so the answer is about your season, not a help article. And it doesn't just answer: it does things.
It also writes the brief that lands in your inbox each morning — in plain English, in the format you asked for.
“Which stores closed more than five days ago and still aren't scheduled?”
“Schedule St. Aldan's into week 40 and tell the booster contact.”
It scheduled the job. It did not email anyone until you said so.
Send us one real enquiry — the email, the purchase order, the artwork, the messy bits — and we'll run it through the agents in the first ten minutes of the call. That's a faster argument than anything we could write here.