B2B service without the email ping-pong.
A custom-built B2B platform for Feeleat’s enterprise partners — personalised dashboards, order and subscription management, and a unified data layer between Feeleat and its clients.
Enterprise partners were managed over email threads.
Feeleat’s corporate clients — offices, campuses, partners running fridges and catering — were served through account managers, spreadsheets and long email threads. Every order change, invoice question and consumption report was a manual round-trip.
The Smart Client Portal made the relationship self-service: each partner gets a personalised dashboard over live data — orders, subscriptions, consumption and billing — drawn from one unified layer between Feeleat’s operation and its clients. Account managers moved from data relay to actual advice.
Partners noticed: support call volume fell by 68%, restocking accuracy averages 94%, and partner NPS climbed from +38 to +71 — the email ping-pong replaced by dashboards each partner actually opens.
Account managers were a data relay.
Every order change, invoice question and consumption report was a manual round-trip through a human.
B2B service by email thread.
Enterprise partners depended on people for answers that lived in a database.
- Slow answers — every question queued behind an account manager’s inbox.
- Spreadsheet reporting — consumption reports compiled by hand, stale on arrival.
- Opaque billing — invoice questions were support tickets, not lookups.
- Restocking by guesswork — orders placed without live consumption data.
Partner self-service over live data.
Each partner sees their own operation — orders, subscriptions, consumption, billing — from one unified layer.
- Personalised dashboards — every partner’s operation, live and self-serve.
- Orders & subscriptions — changes land in FeelEat’s system instantly.
- One data layer — both companies looking at the same numbers.
- Advice over relay — support calls down 68%; account managers consult instead of copy-paste.
A portal that replaced a mailbox.
Six B2B surfaces over one live data layer.
Partner dashboards
Each client sees their own world — sites, consumption, spend — personalised and live.
Order management
Placing, adjusting and tracking orders self-service, with operational guardrails built in.
Subscription control
Recurring services managed by the partner directly — pause, scale, change without a thread.
Unified data layer
One source of truth spanning Feeleat’s ERP and every partner’s view — no version drift.
Reporting & exports
Consumption and billing reports partners pull themselves, finance-ready.
Role & site management
Partner-side admins manage their own locations and users — scoped by design.
From inbox to dashboard.
Four phases, starting from a catalogue of every recurring round-trip.
Conceptualisation
Interviewed partners and account managers — catalogued every recurring email round-trip.
Design
Dashboard-first UX: the answer visible before the question gets asked.
Development
The portal over a unified data layer joining orders, consumption and billing.
Deployment
Partner-by-partner onboarding; NPS climbed from +38 to +71.
What kept us up at night.
The problems that decided whether the product worked at all.
One number, two companies
Partner dashboards expose FeelEat’s internal data. The unified layer guarantees both sides see the same figure — disagreements simply ended.
Restocking accuracy
94% restocking accuracy came from showing partners their own live consumption instead of last month’s spreadsheet.
Enterprise-grade isolation
Each partner’s data hard-isolated, with roles and approvals mirroring their own organisation.
Tech stack.
One data layer between FeelEat and its partners.
Numbers the owners watch.
The partner relationship moved from inbox archaeology to a shared dashboard.
The most common requests became self-service — account managers advise instead of relay.
Partners and Feeleat plan from the same live numbers.
The relationship moved from inbox archaeology to a shared dashboard.
“The forecasting platform paid for itself in the first quarter. Six months later we asked CODT to take the same approach to demand planning — they treat both like one product.”
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