Why GrowSights exists

I was in a Tesco in Wembley Park, looking for a drink I always buy. Gone. Not a supply problem. Not a demand problem. A visibility problem - the system still showed it as in stock, so nobody had any reason to reorder it.

That's the moment this became a company, not just an annoyance. We started digging into real retailer data - the exports brands already get every week - to understand what was actually happening behind an empty shelf. What we found was almost always the same thing: the system genuinely believed the stock was there. Nothing looked wrong. So nothing got fixed, until someone happened to notice, days or weeks later, that the sales were gone.

We built a small team around one belief: FMCG and beverage brands don't need another dashboard. They need someone to tell them exactly where they're losing money, why, and what to do about it - today, not next quarter's business review. Our team includes people who've sat inside supply chain functions at Diageo, who've lived this exact gap between what a retailer's data says and what a brand actually needs to decide, in real time.

Today we're running a live engagement with a premium spirits brand doing £90M+ in annual UK retail revenue. One month of their data alone surfaced £184,845 in recoverable lost sales - broken down store by store, SKU by SKU, with the exact action attached to each one. That's not a hypothetical. That's what's already sitting inside the data most brands have but never look at closely enough.

We're staying small on purpose. Every brand we work with gets the founder on the call - not an account manager three layers removed from the product. That won't scale forever. It's exactly why it works right now.