Silver Jewelry Retail Chain

At a Glance

Industry: Silver jewelry retail
Setting: A multi-state silver jewelry chain headquartered in eastern India
Relationship since: August 2018, just under eight years
In brief: From 2 stores to 32, 28 company-owned and 4 franchise-owned, on one system continuously enhanced rather than rebuilt.

The Situation

This client came to us in August 2018 running two stores on standalone, Windows-based software, with no connection between them. Each store held its own data on its own machine. There was no way to see the two stores as one business.

Management’s stated concerns were barcode-based stock control, high inventory, and carrying costs. But underneath those concerns was something more basic: the existing software produced stock reports that could not be trusted, and the business had quietly given up on it. Stock and finance were being tracked in paper books, by hand, because the software was the less reliable of the two. There was no dependable way to know what stock the business actually held, or what it was worth, across even two locations.

The brief we were given was to automate the business without introducing new errors. The brief we found once we looked closer was different: the software the business was running was not just failing to help. It had become the thing standing in the way of growth.

What We Found

Discovery surfaced five separate findings, and together they explain why a retailer running real demand in a real market was still stuck at two stores.

No consolidated view across stores. The old software treated the two stores as two unconnected systems, so on paper they operated as two separate businesses. Every retailer wants one up-to-date view of stock and finance across every location. This business did not have one.
A membership program the software could not support. The owner wanted to launch a customer membership scheme. The previous system had no concept of membership built into it, so the feature simply did not exist. The category the business needed was never designed in.
Stock transfers done by hand. Moving inventory between stores meant sending the details over email and re-entering them manually into the receiving store’s system. Two systems, two databases, and no transfer mechanism between them beyond a person retyping the numbers.
No way to handle repair and polishing. When the owner asked for a repair and polishing module, a normal part of how silver jewelry retailers serve returning customers, the previous vendor said that adding it would turn a retail system into a manufacturing system, and that was not what they had built. The vendor’s software had defined, in advance, what kind of business this was allowed to be.
Growth was being blocked by the software itself. The demand was there. The market was there. The constraint was the system underneath the business.

What We Built

The new system was not a single delivery. It has been continuously enhanced for close to eight years as the business has grown, without ever needing to be rebuilt from the ground up.

A repair and polishing module, built in from the start: The capability the previous vendor refused to build was included from day one of the new system, because it reflects how the business actually serves its customers.
One consolidated view across every store: Stock and finance visible as a single business, however many stores are open, from 2 to 32 and counting.
Membership and loyalty, built around the business: The membership program the old software could not support was built into the new one, on the business’s own terms.
Automated stock transfer between stores: Inter-store transfers that once meant an email and manual re-entry now move directly between locations inside the system.
Wholesaling and franchise operations, added as the business grew: As the business expanded into wholesaling and franchise stores, both were added to the same platform rather than requiring separate systems.
A cloud platform built to keep scaling: The whole system runs on the cloud, built to take on new stores and new capabilities as the business keeps adding them.

The Outcome

From 2 stores in August 2018 to 32 stores in May 2026, 28 company-owned and 4 franchise-owned, with the most recent store opening in April 2026. The business is now preparing to scale to 50 stores over the next two to three years, across multiple states, with an active franchise pipeline.

At festival-season peak, the business now processes up to ₹30 million a day in billing across all 32 stores on the system Extrapolix built, roughly [~$350,000/day] at current exchange rates.

This client came to us on the strength of a referral from another long-standing client in a different trade, one we had worked with for well over a decade by then. That is its own kind of proof: a client who refers other founders is telling you, without saying so directly, that the work has held up.

The founder is remembered to have said, in effect, that they had decided to grow with us. That is not really a statement about software. It is a statement about a partnership.

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