Before.
After.

The Problem

A Tier-2 supplier kept refusing new orders — every line was 'full'. Yet EBITDA was shrinking and the OEM was threatening dual-sourcing over delivery slips.

The Investigation

Four weeks of floor-level OEE study revealed the truth: machines were occupied, not productive. True OEE was 52%. Changeovers took 3× the standard, and one bottleneck press dictated the entire plant's rhythm.

The Solution

SMED on the bottleneck press, rebalanced lines around actual demand mix, TPM on the four critical machines, and a daily performance board reviewed at 9:00 AM sharp.

The Problem

A corrugated box maker quoted healthy margins on every job — and still closed most months near break-even. Nobody could explain where the margin went.

The Investigation

Clean sheet costing across the top 40 SKUs exposed it: paper yield losses of 9%, unbilled design changes, energy costs allocated nowhere, and three customers who were quietly loss-making at any volume.

The Solution

Re-priced the loss-making accounts, built a live yield dashboard on every corrugator shift, renegotiated kraft paper supply against a should-cost model, and tied supervisor incentives to waste percentage.

The Problem

A switchgear manufacturer faced the same field-failure complaint for the third year running. Each time: a report, an apology, a corrective action. Each time it returned.

The Investigation

Root cause analysis traced the failure through assembly to an incoming component whose supplier had changed material grade — twice — without notification. Incoming inspection sampled the wrong parameter entirely.

The Solution

Supplier quality agreements with change-control clauses, incoming inspection redesigned around failure modes (FMEA-driven), and a first-pass-yield board at every assembly cell.

The Problem

A machine builder with genuinely superior equipment grew only through referrals. Two large relationships drove 70% of revenue — and one of them was consolidating vendors.

The Investigation

The demand audit was blunt: no digital footprint, no funnel, no CRM, exhibition leads dying in inboxes. Meanwhile competitors with weaker machines ranked first on every search that mattered.

The Solution

Industrial brand rebuild, technical content engine, LinkedIn + search campaigns aimed at plant heads, CRM with a weekly funnel review, and a dealer program for two new regions.

The Problem

A nutraceutical contract manufacturer produced for eleven brands at 9% margin, on 90-day credit. Two customers were 61% of revenue, and one had begun quietly qualifying a cheaper supplier. The promoter's entire net worth sat inside a business with no brand, no consumer, and no leverage.

The Investigation

Category screening across their catalogue found three SKUs with genuine D2C economics: high repeat rate, strong margin headroom at consumer price, and shelf life that tolerated ecommerce. Everything else was correctly ruled out. The margin ladder was stark — a product leaving their gate at ₹58 retailed at ₹399 under a customer's label.

The Solution

One brand, three SKUs. AYUSH and FSSAI registrations run as a parallel workstream, packaging and identity built from scratch, own store plus marketplaces sequenced deliberately, and a creative engine tuned to a CAC ceiling set before launch. Contribution margin per order reviewed every month — SKUs that missed it were killed, not defended.

The Problem

A regional QSR brand had sold fifteen franchises in two years on the strength of four company outlets. Eleven were losing money, three had shut, and franchisee word-of-mouth had made new territory sales nearly impossible. The founder blamed the franchisees.

The Investigation

The unit economics never survived transplantation. Company outlets carried rent negotiated years earlier and were run by the founder's own trained staff. Franchise outlets faced double the rent, no training curriculum, and a menu whose kitchen throughput collapsed at peak hours. The model was FOFO in markets that needed FOCO discipline.

The Solution

Expansion frozen for seven months. Unit economics rebuilt honestly against real rent, kitchen redesigned for throughput, full operations manual and eleven-day training curriculum written, royalty restructured so franchisees reached payback inside 26 months. Two struggling markets converted to FOCO. Then — and only then — territory sales restarted with a qualification process that rejects more applicants than it accepts.

The Problem

A promoter in his sixties wanted to exit within two years. An informal offer had arrived at roughly 4× EBITDA and he suspected it was low — but had no way to know, and no second party to compare it against.

The Investigation

Sale-readiness diagnosis found exactly why the offer was low. Three years of financials that didn't reconcile to GST filings, 58% revenue in one OEM, related-party rent with no agreement, no MIS, and a business where the promoter personally approved every price. A buyer wasn't discounting the assets — they were discounting the risk of everything walking out with him.

The Solution

An eighteen-month readiness programme before any buyer was approached: financials cleaned and audited consistently, a second-line management team built and given real authority, customer concentration reduced through deliberate account development, related-party arrangements formalised, and monthly MIS instituted. Then a proper process — information memorandum, data room, and nine counterparties approached in parallel rather than one.

The Problem

A growth investor had signed a term sheet at a valuation the promoter was delighted with. Diligence uncovered lapsed BIS certification on two running SKUs, a BOM that had drifted from the certified specification, and labour registers reconstructed the week before. The investor walked.

The Investigation

Nothing found in diligence was new — it had accumulated over six years of growth outpacing systems. There was no compliance register, no renewal calendar, no owner. Certification was treated as a launch-day event rather than a live obligation, and engineering changed BOMs without anyone connecting that to the certificate.

The Solution

A complete compliance map across factory, labour, environmental, product and corporate obligations — 94 items, each with status, owner and renewal date. Gaps closed in risk order. BOM change control formally linked to certification. Registers rebuilt and maintained live. A quarterly internal audit installed so the answer to 'can we survive an inspection tomorrow' became permanently yes.