Historical career result · Operations and automation
In my previous CTO role, I connected warehouse and administrative workflows with bespoke tools and integrations. The automation released staff capacity, and all three people moved into other roles in the business.
Picking, shipping, labelling and stock administration created repeated manual work. Staff prepared information, moved it between tasks and carried out steps that the systems could support more effectively.
I reviewed how the operation worked and where information was needed, then redesigned the workflows and built the tools to connect them. The improvements covered the practical steps staff took through the day.
I built a Magento-integrated wholesale picking system with handheld devices, case barcodes and product images. Connected scales and automatic courier labels reduced repeated preparation in dispatch. Goods-intake and stocktaking tools supported the stock processes around the orders.
The picking system also supported pallet photographs for courier claims. Information produced during fulfilment could therefore help with the work that followed when a delivery needed investigation.
The wider programme included a labelling platform for thousands of products, automating ingredient conversion, allergen highlighting, warnings and order-specific label preparation and printing, with staff spot-checks for quality.
I tested realistic orders and failure scenarios, used staff trials and checked the effects of changes across the applications. A workflow has to cope with the awkward order and the unexpected device problem as well as the routine task.
I trained users individually, gave supervisors additional guidance and documented the workflows. Staff involvement helped make the tools part of daily work and exposed practical issues that could otherwise have been missed.
Across the automation programme, manual work equivalent to three full-time roles was removed. All three members of staff were redeployed to other roles within the business.
The business retained their experience and could use their time elsewhere. The result represents capacity released across the programme, rather than a claimed wage saving or an outcome attributed to one isolated script.
| Measure | Recorded outcome |
|---|---|
| Manual workload | Equivalent to three full-time roles removed across the automation programme. |
| People | All three staff members moved into other roles within the business. |
| Delivery | Connected workflows, bespoke software, devices, integrations and staff training. |
Historical achievement from my previous CTO role.
When growth means hiring another person to copy information, prepare lists or reconcile systems, it is worth examining the process. Well-designed automation can remove recurring work, reduce mistakes and give the existing team more capacity.
In the £1,500 Ecommerce & Operations Audit, I observe staff at work, follow the handovers and connect what I find to the wider business. The report sets out the opportunities, recommended changes and practical next steps. Implementation is then separately agreed with your team, agency or me.
If you already know the process you want to automate, bring that to discovery. I can investigate the requirement and scope a project directly.
Talk directly with Tom Turner
Tell me which tasks keep growing with your orders. We’ll discuss the operation, visible opportunities and possible approaches in a free 30–45 minute meeting.
Free discovery · usually 30–45 minutes · directly with Tom.
Technology for good
Have a charitable technology project in mind? As a new Nominet member, Serallo must complete 12 months’ membership before we can apply through Members’ GiveHub. We’re welcoming ideas now.
