Stock, purchasing, branches and the day-to-day of keeping a business moving.
Operations
If a stage means something different to each salesperson, the pipeline total is a number with no meaning. Stages need entry criteria, and dates need to be real.
Materials, labour and overhead, and the three places the number usually goes wrong. If labour is booked separately from the product, your product cost is not your product cost.
Retail generates hundreds of small transactions and one daily question: does the cash in the drawer match the sales in the system? Here is what has to be true for the answer to be yes.
A discount decided per order is not a pricing policy, it is a series of exceptions. The difference shows up in the margin report, months later.
The hardest part of a second branch is not the stock. It is that every record now needs to know where it belongs, and the ones that do not know become invisible.