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The signature output

Action Cards, not reports.Priorities, not noise.

An Action Card is the moment insight becomes work. One move, for one manager — with the proof, the projected impact, and the follow-up built in. Nothing to dig through. Just the decision.

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Anatomy of a card

Everything a manager needs,
in one card.

Action Card — Store network Projected

Close the performance gap

Complementary selling is inconsistent across locations.

Insight
75% average, 18 stores below baseline
Action
Coach identified cashiers, track 30 days
Projected impact
4–6%
estimated lift, affected stores
Explainability Based on transaction patterns, store variance, basket mix, and coaching opportunity.
  • Signal: attach rate below the 75% benchmark in 18 stores.
  • Evidence: transaction-level data, store variance, cashier benchmark, 12-week trend.
  • Reasoning: top stores exceed 90% — the standard is achievable.
  • Confidence & limits: impact shown as a directional estimate until measured.
  • Source trace: POS + feedback, updated this period.
Assign action Owner: Regional manager · Due: 30 days · Priority: High · Confidence: High · Status: Projected
The read

What Cozmo found

Title

The action in practical language — no jargon.

Insight

What Cozmo found in your data.

Why it matters

The direct link to business impact.

The move

What to do

Recommended action

Specific and immediately executable.

Projected impact

Estimated business value, directional until measured.

Priority

Where this ranks against everything else this week.

The proof & the loop

Accountability

Owner & timing

Clear accountability and a deadline.

Evidence

Source data and customer quotes, on demand.

Confidence

How sure Cozmo is, stated plainly.

Follow-up status

New → accepted → in progress → done → measured.

Worked example

A sequenced strategy:
fix the floor, then raise the ceiling.

Action Card #1 Revenue

Close the performance gap in complementary selling

Insight Complementary selling averages 75% across stores, but specific locations and cashiers fall below the benchmark.
Why it matters Top stores prove higher execution is possible, and the gap represents a meaningful revenue opportunity.
Recommended action Coach the stores and cashiers below benchmark, then monitor improvement over 30 days.
Projected impact
4–6%
estimated lift across affected stores — directional, not guaranteed
Evidence: transaction-level data, store variance, cashier benchmark, trend over time.
Action Card #2 Follow-up

Raise the ceiling once the floor is fixed

Insight With every store at baseline, the next opportunity is higher — top stores already exceed 90%.
Recommended action After 30 days, if baseline is reached, launch a company-wide push from 75% toward 85%+. Share what the top stores do and tie it to enablement.
Why it matters Moving the company average unlocks the next layer of growth on top of the baseline fix.
Raise to the ceiling
90%
Target 85%+ company avg, up from 75%
Sequenced from Card #1 · review after the action window.

Two cards. Specific stores, specific people, specific action, specific measurement — not a 30-page report.

For insights leaders

Hand managers decisions, not findings.

You stop shipping reports nobody reads and start handing managers decisions they can act on today — with the reasoning attached, so you can defend every recommendation in the room.

See the ICP story

High priority

Recover 12 high-value customers after delayed service

Owner: Store managers · SLA: 48 hours
Open
Revenue

Coach under-benchmark complementary selling in 7 stores

Projected impact attached
Open
Consistency

Replicate top-store greeting behavior in Region North

Evidence from feedback and mystery-shopper data
Open

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