What Boldcaster looks like in five kinds of companies
Every company has a different goal and different numbers. The structure stays the same: a priority for the quarter, the tasks under it, the numbers that show whether it works, and the systems those numbers come from. Pick a company that looks like yours.
The owner wants to open a seventh shop without the other six suffering. Each shop has a manager who sees their own numbers every Monday.
- Sanne owner
- Karim production
- Lotte shops and staff
- Ruben finance
- Daan manager Centrum
- Fatima manager Vathorst
- Jeroen manager Leusden
- Noor manager Soest
- Bram manager Baarn
- Iris manager Zeist
Everyone knows where the bakery is going
The strategy fits on one page: why the company exists, how people behave and where it wants to be in ten years, in three years and this year. A new shop manager reads it on day one. The quarterly theme at the bottom decides which priorities are set this quarter.
Every neighbourhood a baker who knows you by name.
Baked this morning. If it is sold out at four, we bake more.
- Fresh or not for saleYesterday's bread is never sold as today's.
- Customers by nameYou recognise your regulars and you know what they take home.
- Solve it todayA broken oven or a sick colleague gets sorted the same day. You do not wait for head office.
Twenty shops in the centre of the Netherlands by 2036.
Ten shops and € 9 million in revenue by 2029, each shop run by its own manager.
2026: the same shop seven times. What works in Centrum works everywhere.
Open Utrecht without the other six paying for it.
Four priorities for the quarter, each with one owner
The management team picks a handful of priorities each quarter. A rock is a job with tasks underneath: progress moves when a task is done, and a large task weighs more than a small one. An OKR is a goal with measurable results: there the progress comes from the numbers. The bakery uses both.
- RockUtrecht shop open on 1 December29%Sanne · 1 of 5 tasks done
- OKRThrow away less bread64%Karim · 3 key results
- RockRosters six weeks ahead in every shop38%Lotte · 2 of 4 tasks done
- RockCost price known for every product60%Ruben · 1 of 3 tasks done
Utrecht shop open on 1 December
29% doneA large task counts for more than a small one. Small is 2 hours, medium 8 and large 24.
Throw away less bread
64% doneFor an OKR the progress comes from the key results.
- Waste across all shops6.1% → 5.4% · target 5%
- Shops ordering on sales figures0 → 4 · target 6
- Times per week sold out before 3 pm14 → 9 · target 6
Every Monday everyone sees their own numbers
The scoreboard follows the processes of the company. Each process has a result KPI, with the driver KPIs underneath that influence it. Every KPI has one owner, a target and a fixed moment of measurement: weekly or monthly. When a KPI turns amber or red, the owner writes down what is going on. Each shop manager owns the revenue of their own shop.
- Revenue per shop per weekResultLotte€ 18,400target € 18,000
- Customers per shop per weekDriverLotte2,310target 2,250
- Average receiptDriverLotte€ 7.96target € 8.00
- WasteResultKarim · lower is better5.4%target 5%
- Times sold out before 3 pmDriverKarim · lower is better9target 6
- Delivered to the shop on timeDriverKarim96%target 98%
- Wage costs as a share of revenueResultLotte · lower is better31%target 32%
- Hours above the rosterDriverLotte · lower is better42 hrstarget 40 hrs
- Open vacanciesDriverLotte · lower is better3target 2
- Gross marginResultRuben61%target 60%
- Ingredient cost per loafDriverRuben · lower is better€ 0.62target € 0.60
- CentrumDaan€ 24,100target € 22,500
- VathorstFatima€ 19,800target € 18,500
- LeusdenJeroen€ 17,900target € 18,000
- SoestNoor€ 16,200target € 16,000
- BaarnBram€ 13,100target € 16,500
- ZeistIris€ 19,300target € 16,500
From quarter to week to today
On Monday everyone writes down what has to be finished this week. Each morning you pick what you will do today and use a colour to show how you are doing. It takes a shop manager two minutes. Once a month and once a quarter everyone fills in a short reflection.
Finish the Utrecht refit and get Baarn back on target.
- Chase the council about the terrace permit
- Last three job interviews for Utrecht
- Walk through the opening with the landlord
- Handover of the refit with the contractor
- Switch Baarn's order list to sales figures
- Test bake in the Utrecht oven
- Complete the Saturday roster
- Work out a promotion with the sports club
- Tomorrow's order on the new list
- Call two on-call staff for Saturday
- Enter yesterday's waste
- Sanne
- Karim
- Lotte
- Ruben
- Daan
- Fatima
- Jeroen
- Noor
- Bram
- Iris
Green is on track, amber needs help, red is stuck. Grey has not checked in yet today.
The weekly meeting has a fixed agenda
On Monday at half past eight the management team and the shop managers run the meeting in Boldcaster. Nobody has to prepare the numbers or the priorities, they are already there. Most of the time goes to the issue list: what is stuck and who solves it. What is agreed can be found again afterwards.
- 1Check-in: how is everyone doing5 min
- 2Numbers: last week's scoreboard10 min
- 3Priorities: progress and what is stuck10 min
- 4Solving issues15 min
- 5Conclusions and actions5 min
- Baarn has been below target for three weeksBram · open
- The oven in Leusden fails during the second bakeKarim · open
- Saturday staffing in ZeistLotte · solved
- Bram and Lotte make a plan for Baarn. Back on the agenda next week.
- Karim gets an engineer to Leusden by Wednesday.
Every role is written down and approved
For each person it says what the role is for, what they decide alone and what they discuss first. The employee writes the role, the owner approves it. The performance review measures against it, together with the person's own KPIs and priorities. The matrix shows who performs and who fits the culture.
Makes sure the Vathorst shop is fresh and fully stocked every day, so that customers come back and the shop reaches its revenue.
- The roster of their own shop
- Extra orders up to the daily limit
- Solving a complaint up to € 50
- Hiring or letting someone go, with Lotte
- A local promotion, with Sanne
- Prices and range: Karim
- Opening hours: Sanne
9 of the 10 roles are approved.
- A players 7
- B players 2
- C players 1
- D players 0
The position comes from the performance review and from each person's own KPIs and priorities this quarter. A performs and fits the culture, B fits but does not perform yet, C performs but clashes with the culture.
What the company is worth and what still has to be added
The bookkeeper enters the figures every quarter through a link of their own. Boldcaster uses them to calculate what the shares are worth and shows how that develops per quarter. The owner wants to sell a part to her shop managers in five years. Here she sees how far she is from her goal.
- Revenue, last 12 months
- € 5,740,000
- Normalised EBITDA
- € 460,000
- Multiple
- 4.5×
- Enterprise value
- € 2,049,848
- Net debt
- − € 240,000
- Equity value
- € 1,809,848
Calculated with the valuation model from the app: the market multiple of the sector, adjusted for size, growth and how much the company depends on its owner.
- Q1 2026€ 1,068,057
- Q2 2026€ 1,305,943
- Q3 2026€ 1,526,903
- Q4 2026€ 1,809,848
- Goal€ 3,000,000
The same questions every quarter, so you can compare
The audit only asks for numbers, over a fixed period. What Finance already knows is offered as a suggestion that you accept with one button. This quarter then sits next to the last one, and you see whether the company depends less on its owner.
The numbers come from the systems that are already there
Nobody retypes a revenue figure. The till and the bookkeeping deliver the measurements, and anyone with a question asks it in their own AI.
- APILive
The till sends the weekly revenue
A small script pulls the revenue per shop from the till every Monday and stores it as a measurement on the KPI.
- MoneybirdIn progress
The bookkeeping fills the financial numbers
The financial KPIs come from the books every month, so nobody retypes them.
- ClaudeLive
Asking questions in Claude
The owner asks her own AI how a shop is doing and gets the answer from Boldcaster.
How is Baarn doing?
Baarn made € 13,100 this week against a target of € 16,500. The average across the six shops is € 18,400. It is on the issue list of the weekly meeting. Bram is working on the Saturday roster and on a promotion with the sports club this week.
Which shop is behind and what is being done about it, whether Utrecht is on schedule, and how far the value of the company is from the goal.
Example. The names and numbers are made up. The board is the board from the app, and every colour, every progress figure and the valuation are calculated with the same formulas the app uses.
The integrations in these examples
Each integration shows whether it is live or still being built. Anything in progress you can already build yourself with the API.
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