We build industry-benchmarked KPI and KRA frameworks, Balanced Scorecards and real-time management dashboards, so leadership always knows what's working, what's lagging and what needs a decision today.
Most SME leadership teams work incredibly hard, but on the wrong things, because nobody has defined what winning looks like at an operational level. When KPIs exist they are often financial-only, backward-looking and disconnected from what teams actually do every day.
A well-designed performance management system changes the conversation from "why did this happen last month?" to "what are we doing about it this week?"
We start with where the business wants to go, growth, profitability, efficiency or transformation, and translate priorities into measurable objectives across the four Balanced Scorecard perspectives: financial, customer, internal process, learning and growth.
The right eight to twelve KPIs per business unit, each with a target, a frequency, an owner and a benchmark. Key result areas cascade from company to team to individual.
KPIs benchmarked against industry medians and top-quartile performance, drawing on 25+ years across manufacturing, services, healthcare and retail. You know exactly where you stand.
A live dashboard in your ERP, Looker Studio or Power BI, paired with a structured cadence: weekly flash, monthly deep-dive, quarterly strategy review.
Concrete deliverables, not a slide deck.
Anonymised, with outcomes shown as typical ranges across comparable work.
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. 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.
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.
It is a thinking tool, not a template. For a ₹20 crore business it may be one page with ten numbers. What matters is that the numbers are the right ones, that someone owns each, and that they are reviewed on a fixed cadence.
Whatever you already have. Most SME dashboards live in Google Looker Studio or Power BI on top of the ERP. The tool is rarely the constraint; the definitions and the discipline are.
The first weekly flash usually runs within a month. Behaviour changes once a team has seen the same number three weeks running and knows a question is coming.
Book a strategy call and we will sketch the eight to twelve numbers your business should be run on.