How Renew Wellness Brands built intelligence into a thousand-metric scorecard

How Renew Wellness Brands built intelligence into a thousand-metric scorecard

Renew Wellness Brands (RWB) runs two vitamin and supplement retailers, Natural Health Co. and Professional Supplement Center, along with its own brand, Core Med Science. About 17,000 active products from more than 500 brands move through two fulfillment operations to physical stores, marketplaces and online customers. The corporate team is 30 people, and investment in Claude is a core part of how a team that size runs an operation at that scale.

RWB didn't start this project from scratch. The entire corporate team was already licensed on Claude. Kurt West, Sr. Director of Technology, had built “Quick”, an internal data platform on Claude that connects the company's commerce, ERP, fulfillment and customer-service systems and turns everyday questions into live, shareable dashboards. Quick now answers most of the company's day-to-day data questions. With self-service data in every team member's hands, adoption grew quickly. The next question was how to bring those tools together to do more.

Rosetree worked on site with RWB's senior leadership team and IT group to answer it, and they landed on the weekly scorecard. The scorecard is the center of RWB's leadership meeting and the primary tool the company uses to hold itself accountable for execution. It was already working. The opportunity was to have the analysis done before the meeting starts. A suite of Skills would draw on Quick and the company's existing connectors to process the week's data in advance, so meeting time goes to alignment, decisions and follow-through.

The scorecard is a workbook with a tab per department and close to a thousand metrics, giving leadership visibility across every part of the business. Each number has an owner on the leadership team. That leader pulls it from the ERP, the e-commerce platform or other connected tools and presents it for discussion.

The team made a deliberate choice early: keep that ownership where it is. Automating the pull would have been straightforward and might save two hours a week per person. But pulling your own numbers is how a leader stays close to the business, and it is a large part of what makes accountability real. That decision shaped the build. With collections staying with the owners, the Skills handle the layer above it: reading the full workbook, connecting each number to its context and bringing the right few to the front.

The team was just as clear about focus. A thousand metrics gives leadership full visibility. But the team estimates that about ten of them move the business most in any given week, and that's where a small team's attention should go.

Before any build, RWB's leadership team and Rosetree put that thinking in writing: what the scorecard is for, which metrics carry the most signal, how the team defines an outlier and where the system of record for each number lives. That document became the brief for everything that followed.

What the team built

The example that made the goal concrete came from the room. A retail store posts a great week, every number is up, and the team celebrates. Then someone notices that a couple of large orders from infrequent customers drove the result. Without it, it was an ordinary week.

The number was right, but the reading of it was wrong. The data that would have corrected it was already sitting in the company's systems: the order, the customer's history, the same week a year earlier. The meeting was not short on data or on effort. It was short on time to connect one to the other before the team drew a conclusion.

That is the work the team handed to Claude. Gathering figures is mechanical, and Claude does that part where it earns its place, pulling from the systems of record so that every figure is traceable to its source. But the build was not a report generator. It was a suite of Claude Skills, written in Cowork by RWB's IT group with Rosetree alongside, from the outline the leadership team had drafted together. Anu Ullal, Director of IT, had been summarizing prior review meetings each week and brought those notes in as well, so the Skills started with the team's own history of what had moved and why.

Together, the Skills read the workbook and check outliers against the source systems through the company's existing read-only connectors. They then hand the leadership team an exception report: what moved, a hypothesis about why, and a suggested action for the owner to prove or disprove.

The leadership team's goal is to open each meeting with an independent first read of the scorecard that the group then works through together. That changes what the meeting is for. In-line numbers get no time. Outliers get the room, whether they are good news to repeat or a drop to explain. The industry context the team brings sits alongside the internal goal rather than replacing it.

It also changes how the scorecard itself evolves. The business changes many times a year. Skills that read the whole workbook can ask whether a metric still earns its place or whether a goal should move. The team already has that debate; now it has a second voice in it. The Skills are now in pilot, with the first live report going to the leadership team ahead of its next meeting.

The workbook still holds close to a thousand numbers. What the meeting starts with is the handful that moved, and a first answer to why.

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