Representative engagements, anonymised. Every business is different, so outcomes are shown as the ranges we aim for across comparable work rather than a single client's figure. The starting point is always a conversation about your numbers.
Grouped by the problem, not the sector, because the same leak shows up in very different businesses.
The situation. A 60-day working-capital cycle and buffer stock were pushing a profitable manufacturer into expensive short-term debt.
What we did.
Typical outcome. ₹2–4 crore of cash typically released within two quarters, and reliance on cash-credit limits cut.
The situation. A family-held group ran cash surpluses in some entities while paying high interest in others, with new projects to fund.
What we did.
Typical outcome. Idle cash reduced by a third or more, and new borrowing secured 100–250 basis points cheaper.
The situation. A scaling services business closed its books manually in ten days, with no live view of margins by client.
What we did.
Typical outcome. Month-end reporting in under three days, and gross margins stabilised.
The situation. A founder needed to raise but the financials, projections and narrative would not survive diligence.
What we did.
Typical outcome. Round closed on favourable terms, with diligence completed faster than the founders expected.
The situation. Blended costing hid which products made money. Overheads were spread evenly across lines that behaved very differently.
What we did.
Typical outcome. Loss-making SKUs removed and gross margin typically lifted by three to six points.
The situation. A fast-growing agency billed well but collected slowly. Debtor days kept rising until salaries felt at risk.
What we did.
Typical outcome. Debtor days cut sharply and cash flow stabilised without external debt.
The situation. Funds raised for one project were routinely diverted to cover another's overruns, creating a permanent shortage.
What we did.
Typical outcome. Leakage stopped and project-level profitability visible for the first time.
The situation. The board could not say what a customer cost to acquire or how long runway really was.
What we did.
Typical outcome. Runway extended materially and the next round raised on a data-backed valuation.
The situation. Currency moves between order and collection were wiping out the margin on otherwise healthy export contracts.
What we did.
Typical outcome. Steadier margins and a lower cost of export financing.
The situation. Thin margins, long credit to customers and slow-moving inventory left the business permanently borrowing.
What we did.
Typical outcome. 15–25% of working capital typically released.
The situation. Second-generation owners inherited a profitable business with no MIS, no approval controls and no forward view.
What we did.
Typical outcome. A single-page view of profit, cash and risk, and a governance base ready for scale or sale.
The situation. Discounts, returns and marketplace fees meant top-line growth was not reaching contribution margin.
What we did.
Typical outcome. Contribution margin restored and spend redirected to channels that actually paid back.
Representative scenarios drawn from comparable engagements. Outcomes shown are typical ranges and will vary by business, starting point and the pace at which recommendations are adopted.
A 30-minute strategy call, then a first month mapping the finance function, the cash cycle and the reporting. You get a written view of the two or three levers that matter most.
A focused mandate on the biggest problem: cash, margin, close, systems or funding. Deliverables, owners and dates.
MIS, forecasts, controls and reviews that keep working after we step back, with a monthly cadence to keep them honest.
Iraq delivered for the first time in 7 years a positive top line. Harish played an important part, and was very resourceful in protecting and cleaning our balance sheet. I like to think you will not take a big risk in hiring Harish.
I would work for, with or recruit him. He took the team from OK performers to top regional performers. Improved AR efficiency was a material metric.
Harish is not scared of asking the big WHY and always tries to find a lean approach to his work. Working outside his home region has shown how strong he is in international environments.
Book a confidential strategy call and we will identify the one or two finance moves likely to deliver the biggest return first.