Clear advice for your next retail technology decision
Whether you run a handful of stores or a larger estate, technology should help your people serve customers, control costs and manage the business. Blue Yeti helps you decide what to change, choose the right approach and keep delivery moving.
Retail IT strategy and fractional leadership
For businesses that need experienced technology leadership without a full-time IT Director. We review your operation, systems and priorities, then build a roadmap linked to business needs. Support can include investment planning, board briefings, supplier management and mentoring your internal team.
Typical outputs: Current-state review, prioritised roadmap, investment options and agreed governance. Our work with CK’s brings this approach to finance, warehouse, store and customer workstreams.
EPOS selection and procurement
For retailers replacing EPOS, reviewing a contract or bringing multiple sites onto a consistent platform. We turn operational needs into clear requirements, prepare RFIs and RFPs, structure demonstrations around real scenarios and compare the commercial and delivery implications.
Typical outputs: Requirements, evaluation criteria, supplier comparison, cost assessment and recommendation. Relevant experience includes Greens Retail’s multi-site selection programme and Moto’s fuel and convenience RFI/RFP.
Finance, warehouse and system integration
For businesses joining up stores, finance, stock, warehouse operations and supplier data. We help define processes and responsibilities, challenge integration assumptions and plan migration and implementation.
Typical outputs: Process and integration requirements, supplier responsibilities, implementation priorities and risk review. CK’s Business Central and warehouse programme illustrates the importance of getting the operation right before automating it.
Loyalty and digital customer engagement
Assess the customer proposition, integration requirements and practical rollout of loyalty apps and digital wallets. Agree adoption and performance measures so customer engagement connects with store operations.
Hands-on commercial leadership at Ubamarket/Ubacart combines sales, commercial discussions and app-development guidance. Relevant project work includes CK’s loyalty and wallet programme.
AI pricing and store innovation
Assess pricing optimisation, electronic shelf labels and forecourt solutions against the commercial opportunity. Check the fit with your systems and design a manageable trial before wider rollout.
Typical outputs: Opportunity assessment, pilot scope, data checks, success measures and rollout recommendation. Our PriceEasy advisory work supports UK retailer engagement and integration discussions, with CK’s analysis informing questions about pricing, margin, promotions and ranging.
Market insight and commercial strategy
For technology businesses seeking a clearer position in UK retail. Review the market, understand competitors, segment the opportunity and develop a sales approach that reflects how retailers buy. We can help turn a broad product message into a proposition for specific customer groups, addressing their operating model, systems, decision process and commercial priorities.
Typical outputs: Market and competitor review, customer segmentation, proposition assessment and sales strategy. Assignments have included market reviews for ITS and MSP and more detailed analysis, segmentation and sales strategy work for MADIC and Henderson Technology.
Startup leadership and product guidance
Help a growing technology business connect product priorities with customer needs and commercial opportunity. Support can include sales leadership, commercial discussions, partnerships and guidance on development priorities, drawing on hands-on startup leadership at Ubacart.
MC and conference hosting
An experienced industry host for conferences, customer events and business gatherings. Your host sets the scene, introduces speakers, links sessions and manages timings, working with organisers and the production team to keep the day coherent and engaging.
Preparation includes: Understanding the audience and event goals, reviewing the running order, agreeing introductions and key messages, and planning transitions, audience interaction and closing remarks.
Panel moderation
Turn a panel into a worthwhile conversation. Preparation covers the themes, questions and contributor briefings, drawing out practical insight, balancing different voices and managing audience questions and session timing.
Preparation includes: A discussion outline, contributor briefings, informed questions and an agreed approach to audience participation. The aim is useful takeaways and a discussion that moves beyond rehearsed presentations.
Speaking engagements
Audience-specific talks on retail technology, leadership, digital transformation, customer engagement and supply-chain operations. Each talk draws on experience of leading businesses and technology programmes, with practical examples and clear commercial context.
Formats: Conference talks, business briefings and interactive sessions, shaped around the organiser’s brief and the audience’s knowledge.
Leadership mentoring
Support for senior teams facing technology decisions, supplier challenges and business change. Blue Yeti provides an experienced sounding board, helping leaders ask better questions and turn priorities into practical next steps.
Hosting, moderation and speaking can be booked separately or combined. Tell us your date, location, audience, theme and preferred format. Expect thorough preparation and a bit of Yorkshire humour — even the Yeti knows when to hand over the microphone.
Start with the problem
Tell us what you’re trying to achieve, your current systems and your timescale. We’ll agree a sensible scope and the right way to work together. Relevant commercial and supplier relationships will be made clear.
Discuss your project or event with us.
How an engagement takes shape
1. Understand what is already there. Review the operating model, systems, supplier relationships, reporting and the problems taking up management time. Agree the commercial or operational question the work needs to answer.
2. Assess the opportunity. Look for unused functionality, weak integrations, repeated manual work and gaps in control. For forecourts, consider fuel and shop performance together; for multi-site stores, examine which decisions belong centrally and which need local flexibility.
3. Test the important assumptions. Use a focused data review, scenario-based supplier demonstration or limited pilot. Agree what will be measured, what good looks like and who accepts the evidence. A proposal is a starting point for validation, rather than proof of a delivered result.
4. Prioritise and support delivery. Set out the actions worth taking, their ownership, dependencies and investment implications. Keep suppliers and internal teams aligned, surface decisions early and report progress in language the leadership team can use.
Flexible support, with a clear brief
Work can begin with a focused review, an RFI/RFP assignment, a pilot or ongoing advisory and fractional leadership support. For suppliers, it can cover market analysis, segmentation, sales strategy and tailored customer propositions. Scope, fees and responsibilities are agreed before work begins.
The practical principle is simple: get more from what you already have, and add technology where there is a clear reason to do so. Tell us where you need help.