For the same investment you're making today, one accountable team delivers managed services, a slate of revenue-driving features already on your list, and a roadmap to a modern, Krispy Kreme-controlled architecture — well beyond the break/fix support you get now.
Site speed alone could be worth $1M–$2M a year.
Estimated 5–15% conversion lift from Core Web Vitals and performance optimization.
One feature alone is worth $1.3M a year.
One of twelve priority feature projects already identified internally as revenue-driving.
Same spend. Dramatically more delivered.
Today's $1M–$2M WWT spend covers break/fix tickets only. Redirected to Elevate, that same investment funds managed services, all twelve feature projects, ongoing CRO and marketing execution, and the CX modernization roadmap — together.
Retention lift from a redesigned rewards user experience.
New-channel revenue from digitizing the fundraising program.
Broader conversion gains across the website and mobile app.
Estimates are based on current conversion and traffic patterns and will be refined with Krispy Kreme's own data. Four of the twelve priority feature projects are sized above; the remaining eight will be sized as usage and conversion data become available.
Krispy Kreme's digital support today runs through WWT on a one-off ticket and break-fix model. Reported spend for support and continuous small iterations has run $1M–$2M annually, though the exact run-rate is hard to pin down since it varies between break-fix work and ad hoc projects — itself a symptom of not having one accountable partner. Redirected to Elevate, that same spend does far more than keep the lights on.
Rather than choosing between fixing what's broken today and investing in what's next, Elevate proposes running four lanes in parallel, delivered under a single managed-services relationship.
A single point of contact for all web, ecommerce, and mobile support, replacing WWT's one-off ticket model with SLA-driven, accountable coverage — the base layer the other two lanes build on, for the same spend Krispy Kreme directs to WWT today.
One accountable team for ongoing web, ecommerce, and mobile support, replacing WWT's ticket queue.
Audit known issues on Sanity and clear the existing backlog.
Full audit and remediation across the site.
Site performance optimization, tied directly to the conversion lift in the business case above.
Web and mobile stability and SLA-driven support from day one, plus an estimated 5–15% conversion lift ($1M–$2M annual impact) from performance work alone.
Krispy Kreme has already identified twelve feature projects as revenue-driving priorities. Elevate proposes scoping and delivering against all twelve as part of this lane.
Four of the twelve items already carry estimated annual impact: future-dated ordering (~$1.3M), rewards UX (~$1M), fundraising digitization (~$330K), and website/mobile optimization ($800K–$2M). The remaining items will be sized as usage and conversion data become available.
This lane is scoped to cover Krispy Kreme's full customer experience architecture, not just the website and app. Systems in scope for assessment and consolidation include:
A credible, evolving roadmap and business case for consolidating this estate onto a modern, Krispy Kreme-controlled architecture — reducing reliance on tightly-coupled third-party platforms over time. This lane evaluates whether and how these systems should evolve; day-to-day use of these same systems to run marketing and loyalty activity is covered in Lane 4.
Where Lane 3 asks whether and how Krispy Kreme's systems should evolve, Lane 4 puts today's systems to work: an ongoing, embedded capability for day-to-day marketing execution and conversion rate optimization, run in close partnership with Krispy Kreme's Marketing team.
Ongoing experimentation across web, kiosk, and other ordering channels.
A natural-language campaign builder, built on Krispy Kreme's existing loyalty program mechanics.
A continuously prioritized backlog of low-hanging-fruit conversion tests and fixes.
Creative and design support for the front-end digital experience: landing pages, promotional creative, and seasonal campaign builds.
Incremental conversion and engagement lift from continuous CRO experimentation and campaign execution, layered on top of the stability delivered in Lane 1 and the features delivered in Lane 2.
Lanes 1 through 4 are delivered under a single managed-services relationship, funded by redirecting the spend Krispy Kreme already directs to WWT rather than adding new budget.
For the same spend as WWT's break/fix tickets alone, Krispy Kreme gets managed services, all twelve feature projects, ongoing CRO and marketing execution, and a CX modernization roadmap, together.
As Lane 1 stabilizes operations and Lanes 2 and 4 deliver measurable outcomes, Lane 3 grows from a strategic assessment into an active modernization program.
Delivered in close partnership with Krispy Kreme's Marketing team, who continue to own campaign content, creative direction, and brand decisions.
Final pricing, payment schedule, service levels, and scope will be documented in a formal Statement of Work under the existing Master Services Agreement between SC Consulting Services, LLC dba Elevate Digital and Krispy Kreme Doughnut Corporation, dated March 31, 2021.
Elevate isn't proposing to staff-augment your team or replicate WWT's ticket model with a different vendor. The model is simple: a small, senior team works embedded, directly against your priorities, building on top of Elevate's own proprietary platforms, EXP and ELP, instead of starting from scratch on every request.
Every fix, feature, and integration is delivered in tight iteration cycles, then compounds back into the platform — so the next piece of work moves faster than the last. It's an outcomes-based model, accelerated by an AI-augmented delivery approach, built for organizations that need production-grade software delivered fast, without sacrificing the architectural rigor and financial-controls discipline a system of this scale requires.
Elevate has worked with Krispy Kreme on and off over multiple years, in addition to the active Project Nexxus engagement, the SBT platform replacement now underway. That history gives the team established context across Finance, IT, and Operations, and a working model for delivering against financially material, audit-relevant systems.
This is a living proposal. We're ready to align on scope, validate the data behind these estimates with your team, and move to a formal Statement of Work.