The Problem

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Most manufacturing companies between ₹100 Cr and ₹1000 Cr are underperforming for the same structural reason.

Planning does not connect to the shop floor. Working capital is trapped in inventory no one owns. Order-to-cash cycles quietly kill liquidity. Accountability gaps appear on every ops review — and reappear the following week.

No ERP fixes this. No restructuring addresses it. The problem is that someone is accountable on paper and unaccountable in practice.

That gap is locatable. It is fixable. It does not require a year.

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The Proof

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Flagship engagement — end-to-end operations overhaul at a ₹1000 Cr manufacturer:
— Working capital reduced by 30%
— Planning accuracy taken to 98%
— Order-to-cash cycle cut by 15 days

Diagnosis and corrections delivered in 90 days. Results visible within 2 to 3 planning cycles

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Across engagements:
— On-time delivery improved from 65% to 95%
— Air freight costs reduced by 97%
— Inventory turns improved
— Margin recovered

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How I work

 

I work directly with your leadership team. No junior consultants. No subcontractors.

The engagement begins with diagnosis — three to four weeks on-site. I study how decisions are made, how information moves across functions, and where the organisation loses alignment between what was planned and what actually happens.
 

This is work that cannot be done from the inside. The people closest to the problem have adapted to it. They no longer see it as a problem — they see it as the way things work here.
 

An outside eye, with no political stake and no history in the organisation, locates the fault precisely. Thirty years of experience across industries and geographies means the patterns are recognisable — even when they are dressed up differently in each organisation.
 

That diagnosis produces a corrective action agenda with measurable targets. Implementation follows. I work alongside the leadership team until the corrections are embedded and holding.
 

No dependency built. No retainer extended beyond the work.​

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