Bags & accessories · Denmark
AYA&IDA — B2B + D2C with one team, no extra ops headcount
“Same team runs both channels — Turis handles the wholesale complexity.”
AYA&IDA runs both B2B and D2C with a single team. Most brands at their stage are running parallel operations — one team for wholesale, one for direct — because the systems make running them together too painful. The Turis bet was that with the right platform, those two channels could share a back office, a catalog, and a team, without either channel suffering for it.
The economics matter. Running two operations means duplicate inventory views, duplicate pricing maintenance, duplicate reporting work, and friction every time something needs to align across channels. Running one operation means the team’s attention compounds — what they learn from D2C informs the wholesale offer, and what works in wholesale gets surfaced into D2C without a coordination meeting.
One team, two channels — without doubling headcount
“Same team runs both channels — Turis handles the wholesale complexity.” That’s the team’s summary, and the operational implication is significant. The B2B complexity that would normally require its own ops headcount — accounts, segment pricing, payment terms, ERP-bound order flow — sits inside Turis as configuration. The team manages the channel; they don’t have to staff for the platform underneath it.
D2C runs on its existing surface. Turis handles wholesale. The shared infrastructure underneath — product catalog, customer base, fulfilment, financial reporting — sits in the brand’s central systems. Both channels feed into the same back office; no part of the operation has to be channel-aware unless there’s a real commercial reason to be.
Why Turis fit this shape
Two things made the platform fit. First, the integration model — Turis plays cleanly with the systems already running D2C, so wholesale didn’t require ripping up working infrastructure. Second, the operational ergonomics — every B2B-specific concept (segment pricing, payment terms, customer-specific catalogs) is configured rather than coded, so the wholesale side doesn’t need a separate engineering track to evolve.
The third factor, less tangible, was the platform’s ambition. AYA&IDA’s wholesale operation will keep growing; the team wanted a platform that would scale with them without becoming a rebuild project at the next size threshold. Turis’s roadmap and architecture made that scaling credible.
Going live
The rollout focused on plumbing rather than rebuilding. Catalog data already lived in the brand’s central systems; the work was wiring Turis into that catalog, modelling the wholesale customer base, and connecting orders back to the existing fulfilment and accounting chain. No parallel platform build, no migration of years of D2C history.
Within weeks the wholesale channel was live on Turis, the D2C channel was unchanged, and both were feeding into the same operational machinery underneath.
What changed day-to-day
The biggest day-to-day change is what didn’t change: no new hires for B2B ops. The team that ran the operation before still runs it, now serving both channels. Wholesale customers self-serve through the Turis portal; D2C customers continue through their existing path; the team intervenes only where commercial judgement or relationship work is genuinely needed.
The shared back office means fulfilment doesn’t have to know which channel an order came from in order to ship it. Financial reporting consolidates across channels without manual stitching. The platform layer absorbs the channel-specific complexity so the operational layer can stay channel-agnostic.
The compounding advantage
The team that runs both channels learns from both. Range decisions get informed by both wholesale signal and D2C signal. Pricing thinking gets sharpened by seeing how both channels behave. The operational coherence isn’t just a cost story — it’s a strategic one.