Cash stuck in stock & debtors
We tighten the cash-conversion cycle, credit policy and inventory discipline — typically releasing 15–25% of working capital.
Case studies & results
Proof, not promises.
A selection of anonymized engagements and the measurable change they delivered. Client names are withheld for confidentiality — the outcomes are real.
₹3 Cr+
working capital freed up
40%
reduction in idle cash
₹75 Cr
raised at ~200 bps lower cost
10→2
days to close the month
Manufacturing · ₹40 Cr turnover
Profitable on paper, starved of cash.
The challenge. A growing manufacturer was profitable yet perpetually short of cash. A 60-day working-capital cycle and inefficient inventory were driving reliance on high-interest debt.
The approach. We mapped the cash-conversion cycle end to end, cut buffer stocks, enforced collection discipline and ran a zero-based review of costs.
- 13-week rolling cash forecast for the promoter
- Tighter DSO, DPO and inventory-day targets
- Re-negotiated terms and financing structure
₹3 Cr+
cash freed up
↓ cost
of financing
Conglomerate · ₹100 Cr+ group
Idle cash and costly debt, put to work.
The challenge. A multi-company group held cash idle in some entities while paying high interest in others, with new infrastructure projects to fund.
The approach. We built a 12-month rolling group cash forecast, guided forward fund allocation for maximum yield, modelled the new projects and structured a debt raise.
- Group-wide rolling cash visibility
- Forward fund-allocation discipline
- Structured debt raise for expansion
40%
less idle cash
₹75 Cr
raised at ~200 bps lower cost
Global services firm
From a 10-day close to real-time visibility.
The challenge. A scaling global business closed its books in 10 days through manual effort, with no real-time view and margins quietly drifting.
The approach. We led an automation-first overhaul — PowerBI and ERP integration — and restructured management compensation to link pay directly to profitability.
- PowerBI / ERP reporting integration
- Performance-linked pay structure
- Hands-on support through M&A
10→2
days to report
Stable
gross margins
Early-stage · fundraising
Investor-ready, and funded.
The challenge. An early-stage business needed to raise capital but its financials, projections and investor narrative weren't ready to withstand diligence.
The approach. We built an investor-grade financial model, prepared the projections, data room and reporting, and supported the founders through diligence.
- Financial model & projections
- Investor pack & data-room readiness
- Ratio & stress testing through diligence
Funded
favourable round secured
Faster
diligence & close
“Harish always finds the problems — and the solutions. It is easy to talk about solutions, but I had first-hand experience of the resolutions he actually delivered.”
Ian SherlockArea Director
How we create value
Representative engagements across sectors.
Beyond the detailed cases above, these are the situations we're most often brought in to solve — and the kind of outcomes they typically produce.
Busy, but barely profitable
Project- and client-level profitability with pricing discipline — typically lifting net margins by 3–6 points.
Decisions on gut, not numbers
Monthly MIS, dashboards and approval controls give the promoter a single-page view of profit, cash and risk.
FX swings eating margins
An FX & hedging policy plus packing-credit optimisation deliver steadier margins and lower financing cost.
Runway shrinking, round looming
We rebuild the model and unit economics and prepare the board/investor pack — getting founders raise-ready.
Growing sales, shrinking cash
A 13-week cash forecast with inventory and collection discipline frees up cash and cuts reliance on costly debt.
Representative scenarios. Outcomes shown are typical ranges from comparable engagements and will vary by business.
Your results, next
What could a CFO unlock in your business?
Book a confidential strategy call and we'll identify the one or two finance moves likely to deliver the biggest return first.