A wedding date
does not move.
Everything else must.
Every open order scored against real atelier capacity — so a slip surfaces while it is still recoverable, not at the fitting.
Illustrative · not a client site
Four bridal orders,
the same two karigars.
Not four problems. One stage, over-committed by thirty-eight hours — and four dates that cannot move.
The measurement.
The promise. The week.
Each alteration writes back to the customer's file, so the second order fits better than the first.
Iris remembers a fit you took two years ago.
Every open order scored against real atelier capacity — so a slip surfaces while it is still recoverable, not at the fitting.
Iris knows which promise is about to break.
Work loaded by skill and stage — embellishment, cutting, finishing — so capacity is a number rather than a hope.
Iris loads the atelier by skill, not by hope.
Every order
on one board.
Rules fire. Models predict.
Iris explains.
| Rule | Threshold | Now | State |
|---|---|---|---|
| Open order-book value | ≥ 3.9M | 3.9M | clear |
| Returning bridal clients | ≥ 60% | 64% | clear |
| On-time handover | ≥ 92% | 96.1% | watch |
| Promise-date accuracy | ≥ 87% | 91.4% | clear |
| Model | Predicts | Accuracy |
|---|---|---|
| Promise-date risk | slip probability by order | 92.1% |
| Atelier load | stage capacity | 89.6% |
| Drop sizing | per-city run size | 90.7% |
The rule states the breach. The model puts a probability on each order behind it. Iris names the two moves that clear the stage — and says plainly that every date then holds, which is the only sentence a bride's mother is interested in.
Pick one. It opens
the real screen.
Order-book value, atelier load, promise-date risk and deposit exposure in one view.
Point of Sale
A couture order is not a transaction — it is a deposit, a measurement, a promise date and six months of instalments. The till has to hold all four.
The order opens with the file attached. A returning client's measurement history is on the screen before the consultation starts.
Deposit and instalment on one ledger. What is paid, what is due and what is at risk if the order is cancelled are one number, not three.
Iris checks the date before it is promised. A date is quoted against real stage capacity, so it is a commitment rather than an optimism.
Balanced Scorecard
Order-book value, returning clients, on-time handover and promise-date accuracy on one live board — with Iris naming the stage that is about to break a date.
The order book is the balance sheet. In couture, value sits in commitments not yet delivered — and in deposits already taken against them.
On-time handover is watched, not celebrated. 96.1% is comfortably above threshold, and still on watch, because atelier load at 84% says the next weeks are tighter than the last.
The fourth lens audits the AI. Promise-date accuracy is reported next to margin, because a date is only worth what the model behind it is worth.
Numerus · CFO
Trial balance, P&L, balance sheet and cash flow on a ledger that ties out to the penny — with deposits held as the liability they are until the garment is handed over.
Deposits are a liability, not revenue. 1.1M taken against orders not yet delivered is exposure, and the ledger treats it that way.
Work in progress is valued by stage. A lehenga three stages into zardozi is worth more than one still in cutting, and the balance sheet knows the difference.
Ask Iris for any number. Any atelier, any order, any period — answered in the conversation rather than a week after close.
Nexus · Supply Chain
Fabric, thread, zari and trims planned against the order book — where a single missing component can hold a finished garment for a week.
Procurement follows the order, not the season. A bespoke order pulls its own bill of materials, so nothing is bought on a guess.
Lead time is part of the promise date. A date cannot be quoted for a fabric that takes five weeks to arrive, and the system will not let it be.
Unstitched and lawn run separately. A volume drop and a bespoke order share a warehouse but nothing else, and they are planned apart.
Motus · Operations
Stage sign-off, quality gates and studio standards across 46 ateliers — because in couture the standard is the product.
Every stage is signed off. Cutting, zardozi, aari, finishing — a garment cannot advance without the stage before it closing.
Quality gates are evidenced. A rework caught at finishing costs a week; caught at the stage, it costs an afternoon.
Exceptions escalate themselves. The stage that did not close surfaces to a human; the rest stays quiet.
Manus · Workforce
The karigar's week, planned by skill rather than by headcount — because an atelier's capacity is not people, it is particular pairs of hands.
Skill is the unit, not the head. Two zardozi karigars are not interchangeable with two finishers, and the roster refuses to pretend otherwise.
Contract karigars are capacity you can buy. When a stage over-commits, the roster knows who can be booked and at what cost.
Piece-rate and payroll on one record. What was made, by whom, at which stage, and what it earns — without a parallel notebook.
Every solution,
on the real screen.
Grouped by what they act on. Pick one and it runs.
How Iris enforces the rules.
Thresholds that fire on the shift the breach happens (the “Zen Rules” layer) — the measurement file, the appointment book and the money taken against a promise. Three solutions run on this layer.
Embellishment stage over-committed by 38 hours. Four bridal orders route through the same two karigars — and not one of the four dates can be moved.
Measurement & fit profile
| Client | Version | Last altered | Adjustments | State |
|---|---|---|---|---|
| A. Sheikh | v4 | 2023 | shoulder, fall | current |
| M. Qureshi | v2 | 2024 | sleeve | current |
| S. Ahmed | v1 | 2021 | — | re-measure |
| H. Malik | v3 | 2025 | waist, hem | current |
| Other 1,836 files | — | — | — | current |
A. Sheikh's file is at v4 — the shoulder and fall were adjusted in 2023 and never reverted. Applying it to BR-2291 removes an expected fitting round, which is six atelier hours in the week zardozi is already over-committed.
Appointment & consultation studio
A bridal consultation is not a table for two — it is a room, a stylist, a rail of samples and ninety uninterrupted minutes. The book has to reserve all four or it has reserved nothing.
An appointment reserves room, stylist and sample rail together, so a double-booked fitting room cannot happen.
Fitting slots are held against the production stage that needs them, which is why a fitting slot appears as a slip cause on the risk board.
The client's file, past orders and stated occasion are surfaced before the consultation begins, not looked up during it.
Party size is captured, because a bride arriving with six is a different room and a different hour from a bride arriving alone.
No-shows and rescheduling are tracked against the promise date, since a missed fitting moves a delivery date whether anyone says so or not.
Deposit, instalment & cancellation control
1.1M is held against garments not yet delivered. Every rupee of it is somebody's deposit on a date — and the rules governing it should not be a conversation at the counter.
Deposit schedules are configured per order type, and the balance due at each stage is a rule rather than a negotiation.
Instalments are tracked against production stage, so money and progress stay in step across a six-month order.
Cancellation terms apply by rule against how far the garment has advanced — cut cloth cannot be refunded like an untouched order.
Deposit exposure is reported live as the liability it is, not as revenue already earned.
Overdue instalments surface before the next stage starts, which is the only moment holding work is still a fair option.
How Iris predicts the slip.
What the book says before the fitting (the “Zen Models” layer) — modelled early enough to act on, with the cause named and the move costed. Three solutions run on this layer.
Promise-date risk scoring
| Order | Client | Due | Risk | Cause |
|---|---|---|---|---|
| BR-2291 Lehenga | A. Sheikh | 14 Aug | 0.72 | zardozi |
| BR-2288 Sharara | M. Qureshi | 16 Aug | 0.58 | zardozi |
| BR-2276 Walima gown | S. Ahmed | 17 Aug | 0.41 | finishing |
| BR-2302 Nikah set | H. Malik | 18 Aug | 0.34 | fitting slot |
| Other 210 orders | — | — | < 0.15 | clear |
All four at-risk orders route through one stage and one pair of hands — zardozi, over-committed by 38 hours. This is not four problems, it is one. Moving the embellishment on BR-2291 and BR-2288 to the contract karigar clears the stage and every promise date holds.
Atelier & karigar capacity planning
Capacity as a number rather than a hope. Work loaded by skill and stage — embellishment, cutting, finishing — so an over-commitment is visible weeks before it becomes a phone call.
Load is modelled per stage and per skill, at 89.6% accuracy, because an atelier's real constraint is rarely the whole workshop.
Every order consumes hours from the specific stages it passes through, so committing an order is committing a calendar.
A new order cannot be dated against a stage that is already full — the promise is checked before it is made, not after.
Contract karigar capacity is modelled as buyable overflow, with the cost of buying it shown against the cost of the slip.
Seasonal peaks — wedding season, Eid, festival drops — are forecast against the same stage model rather than absorbed by overtime.
Unstitched & lawn drop planning
The other half of the business. A lawn drop is a volume event with one shot at it — sized per city, released in hours, and either right or discounted for the rest of the season.
Run size is modelled per city at 90.7% accuracy, because Lahore, Karachi and Dubai do not want the same volume of the same design.
Design-level demand is predicted before print, which is the only point at which the quantity can still be changed.
The drop is released across counter, web and stockists on one live stock pool rather than three allocations that drift.
Sell-through in the first hours is read against the projection, so a restock decision is made while the print run is still viable.
Volume and bespoke never compete for the same atelier hours — they are planned as two businesses that share a building.
Ask Iris · order book
Not a screenshot — the actual agent, reading the same order book the rules and models write to.
Twelve core POS solutions,
in every sector.
The sector solutions sit on top of these. They are not an upsell and they are not configured per customer — every Zentallio retail deployment ships with all twelve.
Implementation,
run by Iris.
You configure a sector playbook, not a custom project. Iris applies it herself — agentically, from day one.
Onboarding is agentic. Iris connects the order book, the client files and the atelier's stage definitions directly — no manual data mapping.
Existing measurement books are imported, not retyped. Historic client files carry their versions in, which is what makes the fit model useful in month one.
Live in weeks, learning from day one. Go-live is a configuration, not a project plan.
Support starts
with Iris.
The first line of support is agentic — Iris resolves most of it herself. Our engineers pick up from there.
Layer 1 — Iris, 24/7. Configuration questions, anomalies and routine issues resolved directly, instantly.
Layer 2 — our engineers. Anything Iris can't close escalates automatically to a Zentallio engineer.
No blank tickets. Every escalation arrives with Iris's own diagnosis — engineers start from an answer.
The date, held.
weeks early
not four problems
costed in hours
fits better
Where a promise
quietly stops being one.
A date quoted against a workshop rather than against the one stage that actually constrains it.
Four orders read as four problems, when they are one karigar booked four times.
A measurement taken three times because the alteration was never written back to the file.
The fit file is versioned, the appointment reserves everything it needs, and deposit terms apply by stage.
Slip probability per order at 92.1%, stage capacity at 89.6% — so the cause is named, not guessed.
“Why, and what do I do?” — two moves, and every promise date holds.
The same spine,
a different floor.
Ethnic, Bridal & Couture is sector two of nine in Fashion Retail. The layers, the six products and Iris herself are the same ones running across ten Food & Beverage sectors.
in your atelier.