Revenue is climbing.
Are your profits also rising?

SKU Rationalization — F&B Manufacturing

A multi-SKU F&B manufacturer was carrying 50 SKUs across flavours, sizes, and price points, with inventory piling up and margins slipping below industry benchmarks.

We built a full SKU-level profitability analysis, splitting the portfolio into performing and non-performing categories across four buckets — hero, opportunity, volume, and poor performers. This exposed which products were quietly eating into cash and which had room to grow.

The exercise unlocked ₹150L in new margin and covered ₹20L in costs the founder hadn't accounted for. The client now reviews SKU performance on a quarterly cycle instead of reacting only once the damage is visible.

Debtor Concentration Analysis — AR & Collections

A growing services business had its aging report flag 18% of receivables as 90+ days overdue and treated the number as manageable.

A deeper analysis showed that figure was misleading — just 3 customers, roughly 5% of the client base, accounted for 74% of the overdue cash. We re-ranked debtors by cash to be collected instead of raw ageing, and set up a focused 3-week recovery sprint for the highest-risk accounts.

That effort recovered $180K, and also revealed that the most aggressively pursued customer was carrying a margin 5% below the client's average. Debtors are now reviewed by concentration risk, not just days outstanding.

Feasibility Study — Textile Line Expansion

A Kurta manufacturer was evaluating a new shirts line and expected a straightforward 22% return on the investment.

Our review found the founder's model hadn't accounted for the opportunity cost of Kurta sales that would be cannibalized once shirts entered the same channels. Once that overlap was built into the model, the true return came down to 16% — a 6-point gap the founder hadn't seen coming.

This gave the client a realistic view of the new line's actual profitability before committing capital. The business proceeded with adjusted expectations and a plan to track cannibalization going forward.

Runway Extension — Cash Flow Scenario Modeling

A founder came in with 4 months of runway left and no clear plan beyond cutting costs.

We built a cash flow model around two specific levers: re-timing two vendor payments by 30 days, and recovering ₹22L in overdue receivables sitting with three flagged accounts.

Modeling both levers together extended the runway from 4 months to 7, without raising a single rupee. The founder walked away with a concrete 90-day action plan — this is now the template used for scenario-based runway planning with other clients.