Case studies
What changes when the numbers are right
Seven recent engagements across D2C, food and beverage, pharma, hospitality and technology. Client names are withheld for confidentiality; every detail is from live work.
D2C brand
From a 45-day close to a weekly view of profit and cash
The situation
A fast-growing D2C brand. Revenue was rising, but growth was hiding poor unit economics, and the books took about 45 days to close each month.
What we did
- Reconciled payment gateways and marketplaces to the books
- Built CAC, LTV and channel margin dashboards
- Set up a monthly close with reconciliations and review
Food and beverage, Rs 60 Cr
Three outlets, one set of numbers, and profit within a year
The situation
A Rs 60 Cr food and beverage business with three outlets, no financial structure across them, and cash stress every week.
What we did
- Built consolidated and outlet-wise profit and loss
- Added SKU and channel margins
- Introduced a cash forecast and receivables and payables controls
Pharma manufacturer
Growing revenue, falling margins: finding where the money went
The situation
A pharma manufacturer whose revenue was growing while margins kept falling, with no view of profitability by product.
What we did
- Built SKU-wise profitability from scratch
- Renegotiated distributor margins
- Set cost-centre budgets with monthly variance tracking
Hospitality group
One chart of accounts across every property
The situation
A hospitality group with accounts fragmented across properties, so the board saw numbers two months late.
What we did
- Designed a unified chart of accounts across properties
- Built a monthly consolidated MIS
Enterprise SaaS, India and GCC
Finance that keeps pace with two markets
The situation
A B2B SaaS company selling to enterprises in India and the Gulf had outgrown founder-run finance. Billing, collections and compliance ran across two markets.
What we did
- A fixed-scope first phase to put the finance foundation in place
- A monthly retainer in which our team runs it alongside the founders
AI and analytics, US, India and Singapore
One consolidated view, every month and every week
The situation
Three entities, three currencies and a US parent. Leadership needed a consolidated P&L it could trust, and a weekly read on cash to fund a large monthly payroll.
What we did
- Consolidated monthly MIS with P&L and balance sheet review, exception checks and a management dashboard
- A weekly cash flow with a bank-balance bridge and client-by-client revenue changes
- The FY26 transfer pricing working for the India and US split
Technology company, pre-institutional funding
Investor-ready before the raise, not during it
The situation
A Bengaluru technology company with a services business funding a product programme, and institutional funding on the horizon. ESOPs, statutory audit and weekly cash all needed an owner.
What we did
- Books, tax and MIS end to end
- Statutory audit coordinated with our associate CA firm
- Secretarial compliance including ESOP administration
- A weekly cash forecast with a Monday review with the founders
Your next step
Could your business be the next story?
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