Frankston RSL is a high volume gaming, food and beverage venue where daily reconciliation once followed a structured but layered process. Duty managers counted tills at the end of trade. Any discrepancies were passed to admin, then finance, and eventually escalated to General Manager Brett Rowlands if unresolved. It worked, but it relied on time, manual investigation and multiple touchpoints.
In a venue where volume is high and margins are tightening, even small delays compound quickly. Today, that process looks very different.
The challenge: Multi-stage investigation in a high-volume environment.
Prior to implementing Wirely, identifying a variance required multiple stages of review. “Previous to Wirely, identifying a variance was a multi-stage process,” Brett explains. “Now it’s instantaneous.” With API integration built directly into the venue’s point-of-sale system, voids and discrepancies are automatically reconciled without manual figure changes. What once required layers of investigation is now resolved immediately.
Brett describes the shift simply: “It’s phenomenal. You can tell it’s been built by hospitality professionals.”
The result? “We now have zero doubt in our daily reconciliation.”
While Frankston RSL was confident issues would eventually be identified under the previous system, the time lag has now been eliminated. Financial clarity is immediate.
The real savings: Time, management’s most valuable commodity.
While the direct monetary impact hasn’t been formally modelled, the operational savings are measurable. Time spent verifying tills has reduced from an average of 7.5 minutes per till to approximately 30 seconds, a saving of 7 minutes per till, per day.
In a venue operating 14 tills, that equates to roughly:
- 98 minutes saved per day
- Over 11 hours reclaimed per week
- Approximately $25,000 per year in management time (based on an average loaded wage of $45/hour)
This estimate relates solely to till verification and excludes additional time saved through reduced variance investigation, spreadsheet reporting and faster decision-making. But the bigger impact isn’t simply cost reduction, it’s capacity. “The biggest commodity for management is time,” Brett says. Instead of balancing spreadsheets and manually reviewing discrepancies, managers are back on the floor. leading teams, resolving customer issues and running the venue.
Faster reporting. More proactive decisions.
The shift has also accelerated reporting cycles. Previously, Frankston RSL’s weekly venue report, covering food, beverage and gaming, would land late Monday afternoon, sometimes even Tuesday. Now, Brett receives it around 11am or 12pm on Monday. That earlier visibility has shifted decision-making from reactive to proactive. “With tighter margins in hospitality a harsh reality, you need every opportunity to save,” Brett notes. Immediate access to data allows faster adjustments, earlier conversations and stronger weekly oversight across the business.
Operational depth. Without the spreadsheet dependency.
The immediate transformation has occurred in real-time operational oversight. Managers can now drill down into detailed data that previously required building spreadsheets, running VLOOKUP formulas and manually analysing product sales. “The ability to access and edit reports to suit what we need, without building spreadsheets, has completely changed how we manage.” Real-time access has replaced manual consolidation. Insight is now built into the workflow.
From data to leadership development.
One of the less obvious outcomes has been cultural. With less time spent reconciling and investigating, Brett has more capacity to be present across the business. Time that was previously absorbed by spreadsheets and variance follow-ups is now reinvested into team engagement and leadership development.
He’s spending more time with department heads, emerging leaders and frontline staff, not just reviewing numbers, but building capability across the venue. That’s not just operational efficiency. It’s long-term business resilience.
Built to fit the venue. Not the other way around.
Implementation required careful integration with Frankston RSL’s existing MYOB setup. The systems ran side-by-side for six to eight weeks during transition, with stakeholders across gaming, governance, finance and administration involved. Brett approached the implementation with what he describes as a “contrarian mindset” deliberately looking for faults.
“The Wirely team addressed every requirement. We were able to customise widgets and manipulate the system to fit how we operate, especially around how we purchase change. We didn’t have to change our business to fit the system.”
For a high volume gaming, food and beverage venue with established processes, flexibility was critical.
Removing doubt from daily operations.
For Frankston RSL, the shift wasn’t about adding another reporting tool. It was about removing doubt from daily operations. In a high-volume environment, the question is no longer whether discrepancies will eventually be found, but how quickly.
As Brett puts it: “We now have zero doubt.”