Six engagements. One way of working.
Each engagement is built around something concrete you keep using — a model, a dashboard, a regular review — that still runs after we leave. Below: the problem, what we deliver, and the outcome you should hold us to.
The system that lets the founder lead, not hold the company up.
Problem
The business has outgrown the founder's ability to be the glue holding it together. Decisions pile up on one desk, reviews are informal, and the whole rhythm depends on a few people pulling heroics.
What we install
- A regular review schedule — weekly, monthly, quarterly — each with a set agenda and supporting documents
- A written record of decisions and a clear path for raising issues — one that holds up when someone's out sick
- Clear ownership for each leader, with goals tied to how the business actually runs
- A one-page weekly summary the founder actually opens
Outcome
The founder stops being the bottleneck. Decisions get made at the right level, on the right day, by the right person — backed by evidence.
Engagement
12 weeks · working alongside your leadership · founder-led on both sides.
One number per question. Trusted, timely, and the same in every room.
Problem
Numbers get produced, but nobody believes them. Three teams give three answers to the same question. Reporting is always after the fact, and you can't trace where the underlying data came from.
What we install
- One trusted set of numbers, with a clear trail from source system to dashboard
- Leadership dashboards tied to your actual review schedule — not vanity metrics
- Reporting that's ready on an agreed schedule, with a named owner for each number
- Simple, lightweight data rules your team will actually keep up
Outcome
Every leadership conversation starts from the same numbers — trusted, because you can trace exactly where each one came from.
Engagement
8–16 weeks · paired with your data and finance teams.
Forecasts your leadership can defend.
Problem
The model on file describes the past but can't predict the future. It takes days to re-run, and nobody really owns it. The board, the bank, and the leadership team are all looking at different versions.
What we install
- A full financial model — P&L, balance sheet, and cash flow — built from the real numbers that drive your business
- Built-in scenarios: base, plan, stretch, downside — each with clearly stated assumptions
- Cash forecast and loan-covenant tracking where relevant
- A monthly re-forecast routine with named owners
Outcome
One model. Trusted by the CFO on Monday. Defensible in front of a board or bank that week.
Engagement
6–12 weeks · finance leadership in the room.
A six-to-eight-week look at what is actually breaking.
Problem
Symptoms keep piling up. Margin is leaking. Every review ends with the same action items as last month. And the leadership team can't agree on the root cause.
What we install
- A full map of how work, cash, and information move through the business
- Findings ranked by impact on profit and how fast they can be fixed — not by what's easy
- A 90-day fix-it plan with owners and check-in dates
- An honest readout to the leadership team
Outcome
The real problems holding the business back are named, ranked, and assigned. The leadership team finally agrees on what to fix first.
Engagement
6–8 weeks · fixed scope · the ideal first engagement.
A sales pipeline that compounds — not one that performs for a single quarter.
Problem
Growth is real but uneven. Pricing is improvised, you don't really know which channels pay off, and the sales forecast is closer to hope than evidence.
What we install
- Customer segments, pricing logic, and channel economics tied to the profit on each sale
- A clear sales pipeline with defined stages and the conversion math behind each one
- A revenue review that plugs into your regular leadership routine
- A growth plan the leadership team actually agrees on
Outcome
Revenue becomes the result of inputs you can control — not last-minute heroics each quarter.
Engagement
10–16 weeks · paired with revenue leadership.
Two markets. Run as one.
Problem
The business runs across India and the United States, but it isn't run as one. Reporting reconciles late, oversight is scattered, roles are duplicated, and you can't see cash across both sides.
What we install
- One way of running both markets: legal entities, hiring, cash, reporting, and oversight
- Reporting that meets US standards without slowing down the India team
- One consistent story for boards and investors across both markets
- A leadership routine that works across two markets and three time zones
Outcome
The business runs as one across two markets — with the oversight, reporting discipline, and cash visibility to match.
Engagement
12–20 weeks · paired with founder and leadership across both geographies.
Not sure which engagement? Start with a diagnostic.
A six-to-eight-week operational diagnostic is the clearest way to see where we can add the most value. It's where we start with most clients.