Proof

Tests

Four experiments, each with what would count as a reason to go and a reason to stop, before any of this is offered as standard.

What we would run: One club, one community product, one preorder window with a closing date and a minimum. Nothing produced until the window closes above the minimum. Sold through the club's own page to whoever the club can reach.
Counts as go: The window closes above the minimum on paid orders, and a meaningful share of the buyers are not players or the parents of players. Repeat orders on a second window.
Counts as stop: The window closes below the minimum, or it clears only because the same families who buy the kit bought again. Interest that does not convert to payment is a stop, however much of it there is.

What minimum makes a run worth producing at all.
How long a window can stay open before the interest goes flat.
Whether the club or EKANA is the one asking people to buy.
What the product has to be: the town's name, the club's badge, or both and in what proportion.

What we would run: One club, one business, one defined product, one fixed quantity, one funding arrangement, one distribution and sales model. Written down before anything is made.
Counts as go: The business funds it before production, the club takes an active part in distributing or selling it, the product moves, and the business asks about a second one.
Counts as stop: The business will only pay after the fact, or wants what it would have got from ordinary sponsorship, or the arrangement takes longer to agree than the run is worth.

What the business is actually buying, in words that would survive a disagreement.
Who owns the stock between production and sale.
What happens to the part that is not given away and does not sell.
Whether this works with a business whose owner has no child at the club.

What we would run: A deliberately small pool for one club's most common items and sizes, held for one season, with every draw from it recorded: what was taken, when, why, and what it replaced.
Counts as go: The pool covers the late registrations and common replacements that season without growing, the stock turns, and the service difference is something the club notices and says.
Counts as stop: Most of it is still on the shelf at the end of the season, or it has to be three times the size to cover what actually came up, or the club would have been just as happy waiting.

How many clubs it takes before local stock is justified at all.
Which garments and which sizes, and how many units of each.
Who funds it: EKANA, the club, or a deposit inside the season's order.
How often it is replenished and what triggers a replenishment.
What happens to what does not move.
How much working capital is acceptable to have sitting in it.
Which replacements genuinely need to be immediate, as against merely faster than four weeks.
Whether a pool can be shared across clubs, or whether sizes and designs make that impossible.

What we would run: The full workflow on real clubs: the club supplies its identity material, EKANA works from reusable structures, AI assists the exploration of variations, a human selects and refines, the club receives a convincing visualisation, and the production file stays properly custom. Every step timed against how the same work is done today.
Counts as go: Design hours per club fall materially, the club sees more viable options rather than fewer, revisions go down, approval comes sooner, and nothing reaches production that the factory cannot make.
Counts as stop: The time saved in exploration is spent again in correction, the options all look like each other, or the club can tell which ones were not really designed.