The problem matters. So does what changed afterwards.

Some products had a known risk of being unsuitable for particular customer needs, creating preventable returns and disappointment.

I introduced targeted pre-dispatch messages for relevant orders, explained the likely issue and recommended a more suitable alternative before the parcel left.

Around 40% of the customers contacted accepted the alternative, improving product fit while avoiding unnecessary shipping and return activity.

A return request does not always mean the product has failed; sometimes the issue is setup, compatibility or a replaceable defect.

I used practical troubleshooting, clarified the root cause and offered replacements where that genuinely gave the customer a better outcome.

Approximately 20% of suitable potential returns were converted into replacements, reducing lost sales without pressuring customers to keep the wrong product.

Relying on a single recent sales figure could distort replenishment decisions when demand was volatile or supplier lead times changed.

I combined mean and median sales patterns with lead time and current availability, using judgement to identify outliers and set safer stock decisions.

The method improved visibility of genuine demand and helped reduce overselling and avoidable stockouts across active listings.

Building CCTV bundles and importing product variations required repetitive manual calculation and data entry, increasing time and error risk.

I built an eBay CCTV bundle price calculator and a tool that imports SKU variations into a one-click price and SKU table.

Both tools became part of daily operations, making repeat tasks faster, more consistent and easier for colleagues to use.

New products needed the right catalogue structure, content, channel setup and availability to earn traction rather than simply go live.

I supported listing creation, product content, operational readiness, inventory and early marketplace monitoring across launches.

Successful launches typically added around 15–20 orders per day, with two to three products introduced annually.

A 4pm-to-4pm same-day fulfilment cycle creates a constant need to prioritise exceptions while hundreds of orders continue moving.

I monitored order flow, surfaced exceptions, coordinated stock and customer issues, and kept attention on the operational cut-off.

The operation sustained approximately 99% on-time dispatch across 300–400 daily orders, with peaks around 600.