Revenue had plateaued at ₹180 Cr with the brand confined to West India, facing intensifying margin pressure from national players investing heavily in distribution and trade marketing. The founding family lacked a credible roadmap to compete at scale.
Our Work
We developed a state-by-state market entry strategy covering 8 new geographies, rationalised the SKU portfolio from 340 to 180 lines to concentrate margin, restructured a fragmented distributor network, and built a digital commerce playbook to capture direct-to-consumer volume.
Duration
18-month engagement spanning strategy design, implementation support, and post-expansion review across three phases.
Results Delivered
₹310 Cr
Revenue in 24 months (+72% growth)
13.4%
EBITDA margin (up from 8%)
14
States with active distribution
₹45 Cr
PE investment secured post-engagement
Manufacturing
12 months
Digital Transformation of a 50-Year-Old Textile Mill
A third-generation manufacturer was running entirely on manual processes with no ERP, no real-time inventory visibility, and an estimated 40% loss rate across raw material and finished goods inventory.
Outcome
SAP S/4HANA implementation across 4 plants, real-time reporting dashboards for leadership, and a vendor portal reducing procurement friction by 34%. Inventory losses dropped within the first operating quarter.
Technology
8 months
Pre-IPO Readiness for a High-Growth SaaS Startup
Rapid 3× year-on-year growth had created governance gaps that institutional investors could not overlook. Financial reporting was not investor-grade and the board had no independent members.
Outcome
Full board restructuring with two independent directors, ESOP scheme designed for 140 employees, DRHP preparation coordinated with legal counsel, culminating in a ₹280 Cr Series C raise at a 9× revenue multiple.
Retail
6 months
Market Entry Strategy — Middle East Expansion
An Indian D2C brand with a strong domestic following wanted to enter UAE and Saudi Arabia but had no regional relationships, no understanding of local regulatory requirements, and limited export experience.
Outcome
Four distribution partnerships formalised, all regulatory clearances obtained, and three brand partnerships activated in-market. Year 1 revenue reached ₹18 Cr ahead of the 12-month plan.
Healthcare
14 months
Post-Merger Integration of Two Pharma Companies
A ₹900 Cr merger created overlapping sales forces, conflicting manufacturing cultures, and two legacy IT systems that could not communicate. Synergy realisation targets were at serious risk within the first quarter.
Outcome
94% employee retention through the integration period, a unified brand identity launched in month 9, and ₹67 Cr in annual synergies realised — 34% ahead of the original ₹50 Cr target approved by the board.
Automotive
10 months
Supply Chain Resilience for an Auto Ancillary Manufacturer
Single-source dependency on 60% of critical inputs had resulted in three supply shocks over two years, causing production stoppages and penalty clauses with OEM customers totalling ₹6 Cr in losses.
Outcome
Multi-vendor sourcing framework established across 22 input categories, dynamic safety stock model deployed, and long-lead-time items hedged via forward contracts. Lead times reduced 38% and ₹14 Cr in annualised cost savings documented.