Pammys: a business case for €9M revenue and €1.5M cash flow

Too much stock, too many stockouts, too much complexity: Pammys had all three problems at once. Projected, that cost at least €10 million in revenue and tied up €2 million in cash.

VOIDS founder Jannik Semmelhaack presented the case at the NEW COM Summit together with Pammys COO Martin Baum and Frederik Schröder of Karla.

Who is Pammys?

Pammys sells comfort shoes for women, men and kids, from "cloud shoes" to sandals, sneakers and winter boots. According to its own website (as of November 2026), Pammys has more than 1.5 million customers in Europe and over 31,000 reviews on Trustpilot.

The shop is available in 16 countries, and Pammys also sells on Amazon.

According to COO Martin Baum (NEW COM Summit, October 2026), Pammys is just over four years old. The first slide has grown into more than 36 product lines, and around 100 items into more than 2,000. The team grew from 10 to over 150 people, and warehouse space from a few hundred to 20,000 square metres.

What problem did Pammys have?

Almost every brand knows the setup: the CEO wants to grow faster. The CFO asks where the working capital went. Marketing wants to sell more next week. And purchasing would have had to order all of it five to six months ago.

At Pammys, one employee did nothing but planning. That doesn't work in Excel, because the data is full of traps: summer products and winter boots, Black Week, Shopify and Amazon separately, every country on its own, constant new styles without history.

Why is footwear purchasing so hard to plan?

With shoes, every model turns into a whole set of SKUs: every colour in every size. Demand is spread unevenly across sizes, and if the common size is missing, the rest of the stock doesn't help. Then there are seasonal products: sandals in summer, winter boots in winter.

At Pammys, 16 countries and two channels come on top, its own shop and Amazon. Every combination of item, country and channel has its own demand. According to IHL Group (2023), out-of-stocks and overstocks cost retail around $1.77 trillion a year worldwide. Pammys had both at once.

At the NEW COM Summit, Martin Baum showed how expensive that gets with a single item: one shoe, one colour, one size. Because the reorder came too late, that item alone missed €220,000 of revenue in Q1 and Q2. Projected across the range, it was up to €10 million, around 10 percent of total revenue.

What did VOIDS change at Pammys?

This is exactly what the VOIDS engine is built for. It now forecasts more than 200,000 SKUs worldwide with around €4 billion in revenue and handles seasonal products, peaks, channels and countries separately.

Based on the first results, Pammys and VOIDS validated a business case together.

How does VOIDS plan purchasing for Pammys?

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 Pammys, VOIDS models Shopify and Amazon separately, every country on its own, and plans new styles without sales history with their own launch curve. Pammys and VOIDS validated the business case together on the basis of the first results before the figures were shown at the NEW COM Summit.

Which business case did Pammys and VOIDS validate?

According to VOIDS founder Jannik Semmelhaack (LinkedIn, 2026):

• Around 1,600 hours of planning per year freed up, almost a full position
• €1.5 million in free cash flow that can go back into growth
• Up to €9 million more revenue because the stock is there
• All three figures come from the business case Pammys and VOIDS validated on the basis of the first results

What can you learn from this?

• Overstock and stockouts are not a contradiction. They happen at the same time when the wrong items get reordered. Reduce inventory carrying costs
• Seasonal products, new styles and several channels break Excel. The forecast has to model them separately. Forecasting with VOIDS
• Planning time is part of the business case: 1,600 hours a year is almost a full position.

Sources:

• Jannik Semmelhaack on LinkedIn about Pammys
• pammys.com, homepage (accessed November 2026)
• Masterclass NEW COM Summit 2026: Jannik Semmelhaack (VOIDS), Martin Baum (Pammys), Frederik Schröder (Karla)
• IHL Group: Inventory Distortion Study 2023 (RetailTouchPoints)
• Jannik Semmelhaack and Jochen Möller at Commerce Roundtable (YouTube, October 2026)

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