01 · The Operation
An e-bike service operation, mapped from intake to delivery. Every stage is a real station in the workflow I rebuilt.
- The Operation: An e-bike service operation, mapped from intake to delivery. Every stage is a real station in the workflow I rebuilt.
- Intake and Diagnosis: Every bike logged with symptoms, history and parts on hand. Diagnosis separated from repair so the queue reflects reality.
- The Bottleneck: Mapping showed the constraint was not wrench time — it was work sitting between stages waiting for parts, decisions or space.
- Redesign: Reorganized flow around the constraint, and fixed the commercial side: pricing, margins and supplier mix.
- Result: Gross profit improved by more than fifty percent over the engagement, measured against the operation's earlier baseline.
Epic Cycles · 2022 – July 2026 · Operations and Growth
Epic Cycles Business and Technology Transformation
Business Technology and Service Consultant
I rebuilt a bike shop's service operation and its commercial performance around the real constraints — not by working harder, but by changing how work and money moved.
Context
An e-bike service business with throughput and margin problems: work sat between stages, pricing and supplier mix were under-optimized, and there was little visibility into what was actually happening.
My responsibility
Business Technology and Service Consultant.
What I did
- Pricing and margin analysis across services and parts
- Supplier and product-mix optimization
- Service-workflow redesign: intake, diagnosis, assignment, repair, quality control, delivery
- Dashboards and management reporting from Lightspeed work-order data
- Booking-flow and diagnostics-related decisions
- Standard operating procedures for the service line
Technical scope
- Lightspeed work-order analytics: data cleaning, cycle time, rework and quality
- Dashboards and reporting the shop used to run day to day
- Diagnostics-to-inventory workflow tying faults to parts and status
Commercial and operating scope
- We replaced a combined, opaque repair queue with a six-station flow that separates diagnosis from repair
- We replaced legacy pricing and supplier mix with margin-led pricing and a rebuilt supplier list
- We replaced gut-feel management with Lightspeed dashboards and procedures the shop used daily
- Gross profit rose more than 50% in the 2023–2024 year, then roughly another 20% in 2024–2025
How the work ran
Map the whole operation, find where work actually waited, redesign the flow around that constraint, fix pricing and supplier mix, then instrument it with dashboards and SOPs so the gains held.
Outcome
Gross profit up more than 50% in the 2023→2024 year and a further ~20% in 2024→2025, measured in the shop's own Lightspeed data — the compounding result of the workflow, pricing and supplier changes above.
Before and after
The redesign did not add capacity — it removed waiting. Diagnosis was split out from repair, and parts were staged before a job was assigned, so bikes stopped sitting between stages.
Before — work waited between stages
After — flow rebuilt around the constraint
Results
- 50%+
- Gross profit improvement in the 2023–2024 year from the workflow and commercial changes I designed and helped run, followed by a further improvement of roughly 20% in 2024–2025. Both are measured in the shop's own Lightspeed data.