B Ops is an internal operations platform built for managing the day-to-day work of a multi-outlet business.
It brings things like sales, expenses, staff attendance, salaries, stock and daily reports into one place. I designed and developed the product around how the business actually operates.
Managing multiple outlets meant dealing with sales, expenses, staff attendance, stock and accounts separately. It was difficult to get a clear picture of what was happening across the business.
I designed and developed B Ops around the actual operational needs of the business. Each outlet has its own data, while the management side can see and manage everything from one system.
B Ops brings the core day-to-day operations into one system, making it easier for staff to record information and for management to keep track of the business.
More importantly, it became a system built around how the business actually works, rather than forcing the business to adapt to generic software.
I started by looking at how things were being done day to day. Instead of designing screens first, I mapped how information moved between staff, managers and the business — from someone checking in for work to recording an expense or closing the day's report.
I broke the business down into the different workflows that needed to work together: Attendance → Sales → Expenses → Daily Report → Accounts This helped identify where information was being duplicated or where manual work could be reduced.
Not everyone in the business needs access to everything. I designed the product around different roles such as employees, managers, admins and owners, giving each one a focused experience while keeping the underlying data connected.
B Ops is used during actual working hours, often by people who don't want to spend time figuring out a complicated interface. I focused on making common actions quick - recording attendance, adding an expense, checking sales or completing a daily report.
As the business operates across different locations, the system needed to keep outlet-level information separate while still giving management an overall view. This became an important part of how the product was structured.
I also developed the product, which meant I could work closely between the design and implementation. Instead of handing over static screens and walking away, I could test the actual product, spot issues and refine the experience as it evolved.
