As of January 2026, the Doodla (Adulla) fulfillment process has outgrown its original manual, ad-hoc model. What began as a small-volume operation where the team would compile order lists and send them to Jason has become unsustainable at current sales volumes. This article documents the proposed strategy reset discussed in the January 22 internal sync and to be formally presented to Jason on the January 23 client call.
Related client: [1]
Related meeting: [2]
The current process requires the team to:
1. Compile what inventory is needed
2. Format and send an order list to Jason
3. Coordinate packing on a per-order basis
This worked when Doodla was a small, slowly-growing operation. It no longer fits. The business is now moving significant product volume, and with planting season approaching, Jason will be unavailable for much of the day. The ad-hoc model creates bottlenecks, requires unnecessary team overhead, and introduces risk of fulfillment delays.
"We've gone from one place to another. The new place we're at now is that this is a business that's selling a lot of product. This is not a hobby anymore." — Mark Hope
Transition core products to a standing monthly order that is prepared and ready to ship by a fixed date each month — without requiring the team to request it each cycle.
| Product | Monthly Quantity |
|---|---|
| Popcorn (each variety) | 1,000 units |
| Yellow Cornmeal | 1,000 units |
| Black Beans | 500 units |
Non-core or seasonal products (e.g., flour) can continue on an ad-hoc request basis until volume justifies adding them to the standing order.
The business has grown to a point where Jason cannot manage packing alone, particularly during planting season. The team should raise the topic of hiring a dedicated packer on the January 23 call.
"The business is getting too big for just Jason to manage it all." — Mark Hope
This is a client-side operational decision, but flagging it proactively positions the team as a strategic partner rather than just a fulfillment coordinator.