In short
- 30 → 17.5 days: target inventory cover. 80 percent of stock turns in just over two weeks.
- > 99%: SKU availability, a lever for repeat purchases and customer value.
- 1.5 FTE: run the entire purchasing process for around 100 SKUs.
HEY HOLY makes premium dog food in Germany, is B Corp certified and has eight-figure revenue. With VOIDS, its inventory now turns every two weeks, at over 99 percent availability.
Getting there took a while: six months passed between the first yes and the start.
Who is HEY HOLY?
| Brand | HEY HOLY, premium dog food from Germany, B Corp |
|---|---|
| Revenue | eight figures |
| Range | around 100 SKUs |
| Purchasing | 1.5 people |
| Contact | Leslie, Head of Operations |
| With VOIDS since | December 2025 |
| Founded | 2022 |
| Funding | Series A, €5.7M (July 2025) |
| Subscription share | 85% of customers (Startbase, 2025) |
| Website | heyholy.com |
HEY HOLY develops breed-specific dog food together with veterinarians: dry and wet food, snacks and supplements for nine breed groups, plus a Sensitive line for dogs with sensitive stomachs. The brand was founded in 2022 and has been a certified B Corp since 2024. According to its website, every purchase funds one day of food for a shelter dog.
According to Startbase (July 2025), HEY HOLY raised €5.7 million in an oversubscribed Series A led by Five Seasons Ventures. At the time, the company reported more than 10,000 customers, 85 percent of them on a subscription.
What problem did HEY HOLY have?
For a brand whose customers reorder regularly, every stockout costs twice: the revenue today and the trust for next time. As late as February, HEY HOLY had six-figure amounts out of stock.
At the same time, a small team has to manage around 100 SKUs.
Why does availability count twice in a subscription business?
When 85 percent of customers order on a subscription, demand is easy to predict, but every delivery has to go out on time. If a recipe is missing, it is not a single order that fails but the subscription delivery. The dog still needs food, so customers buy elsewhere.
At the same time, food has a best-before date. Too much stock doesn't just tie up capital, it also risks write-offs. Short inventory cover with high availability therefore pays off twice, but it only works with a precise forecast per recipe.
What did VOIDS change at HEY HOLY?
The decision for VOIDS didn't come right away. The first yes came in September 2025, then the investors wanted to compare the market again. In October, HEY HOLY talked to VOIDS customers at an event, and in December they started.
Since then, HEY HOLY orders based on the forecast instead of gut feeling and has cut its target inventory cover significantly.
How does VOIDS plan purchasing for HEY HOLY?
According to Jannik Semmelhaack (Commerce Roundtable, October 2026), VOIDS forecasts more than 200,000 SKUs for merchants worldwide. Five things set the forecast apart from an Excel plan: historic stockouts are corrected so demand isn't underestimated. Seasonality and campaigns like Black Week are modelled separately. Every sales channel gets its own forecast. New products with little history are planned with their own launch curve. And cannibalisation between products is taken into account.
According to Semmelhaack, many brands update their plan only every four to twelve weeks. VOIDS recalculates the forecast every week and shows stock, inbound and sell-through per channel for every SKU. Each SKU has a safety period and an order cycle, and the order suggestion follows from them. At HYROX, forecast accuracy was 32 percent higher in a direct comparison with the team's own manual plan.
At the start, VOIDS analyses the last 12 to 24 months for every new customer: how much revenue was lost because stock was missing, and how efficiently is the existing inventory working? That produces the business case the collaboration can later be measured against.
At HEY HOLY, VOIDS calculates demand per recipe and format and turns it into more frequent, smaller orders. That is how target inventory cover fell from 30 to 17.5 days without availability suffering. The order suggestions come ready-made from the system, which is why 1.5 people in purchasing are enough.
What results did HEY HOLY achieve?
| Metric | Before | With VOIDS |
|---|---|---|
| Target inventory cover | 30 days | 17.5 days |
| Out-of-stock | six-figure amounts (February) | over 99% SKU availability |
| Stock turn | not measured | 80% of stock every 14-17 days |
| Purchasing team | 1.5 people | 1.5 people |
According to VOIDS founder Jannik Semmelhaack (LinkedIn, 2026):
- Target inventory cover reduced from 30 to 17.5 days
- 80 percent of stock turns in just over two weeks
- SKU availability above 99 percent
- A lean team of 1.5 FTE runs the entire process
Our system basically updates every single week. Challenge your S&OP cycle, else you're always eleven weeks off in the quarter.
That's the difference when you stop ordering on gut feeling.
What can you learn from this?
- Lower inventory cover and higher availability are not a trade-off when you order more often and more precisely. Reduce inventory carrying costs
- For repeat-purchase products, availability is a retention lever, not just a warehouse metric.
- Small purchasing teams can manage a large range when the order suggestions are right. Replenishment with VOIDS
Sources:
- Jannik Semmelhaack on LinkedIn about HEY HOLY
- Startbase: HEY HOLY raises €5.7M in oversubscribed Series A (July 2025)
- B Lab: Hey Holy GmbH in the B Corp directory
- Jannik Semmelhaack and Jochen Möller at Commerce Roundtable (YouTube, October 2026)
Frequently asked questions
What did VOIDS change at HEY HOLY?
Target inventory cover fell from 30 to 17.5 days. 80 percent of stock now turns in just over two weeks, and SKU availability is above 99 percent. As late as February, according to VOIDS founder Jannik Semmelhaack, HEY HOLY still had six-figure amounts out of stock.
How many people plan purchasing at HEY HOLY?
1.5 people run the entire purchasing process for around 100 SKUs. For a brand with eight-figure revenue, that is a lean team. It works because HEY HOLY orders based on the forecast instead of gut feeling. SKU availability stays above 99 percent at the same time.
How long did the decision for VOIDS take?
Around six months. In September 2025, Head of Operations Leslie gave the first yes. Then the investors wanted to compare the market again. In October, HEY HOLY talked to VOIDS customers at an event, and in December 2025 the collaboration started.
Why does availability matter so much for dog food?
Dog food is reordered regularly. When an item is missing, the brand loses not only the revenue of that order but also risks the next purchase. According to Jannik Semmelhaack, SKU availability above 99 percent is therefore a major lever for retention and customer value at HEY HOLY.
What does 17.5 days of inventory cover mean?
Target inventory cover states for how many days of sales the stock should last. HEY HOLY cut it from 30 to 17.5 days. Less capital is tied up in the warehouse, and 80 percent of stock turns in just over two weeks, with SKU availability above 99 percent.
Who is HEY HOLY?
HEY HOLY develops breed-specific dog food together with veterinarians, has been a certified B Corp since 2024 and has eight-figure revenue. According to Startbase, the brand, founded in 2022, closed a €5.7 million Series A in July 2025. At the time, 85 percent of its customers ordered on a subscription.
Why does a high subscription share help planning?
Subscription customers order regularly, so demand is easy to predict. In return, every delivery has to go out on time, because missing food affects the dog directly. At HEY HOLY, the VOIDS forecast keeps SKU availability above 99 percent with only 17.5 days of target inventory cover.
What does it mean when 80 percent of stock turns every 14 to 17 days?
80 percent of HEY HOLY's stock is sold and replaced every 14 to 17 days. The capital in the warehouse works roughly twice a month. That works with SKU availability above 99 percent because VOIDS calculates demand per recipe and format, and orders become smaller and more frequent.
Increase availability. Reduce capital tied up in stock.
Find your biggest procurement lever in an inventory audit.
Jannik Semmelhaack · CEO & Founder, VOIDS
Jannik is founder and CEO of VOIDS. He writes about AI-powered demand forecasting, inventory optimization, and supply-chain strategy for DTC brands.
Reviewed by Jannik Semmelhaack, founder and CEO of VOIDS.
Jannik checks every article for factual accuracy and practical relevance before it is published.