Work we have been trusted to do

A founder led direct to consumer brand in South Asia, mid stage, selling primarily online with a small but growing retail presence. Engaged the firm for an independent view of the next growth horizon.

A direct to consumer category leader wanted to know whether an adjacent category was worth entering, how large it could realistically be, and what it would take to win.

We sized the adjacent category from four independent angles, interviewed buyers on both sides of the purchase decision, built a standalone unit economics model for the new line, and pressure tested the entry cost against the client's capital plan.

A written recommendation to enter the category in two phases, with a specific product sequence, a clear pricing architecture, and a realistic first eighteen months view of cash.

A regional logistics and warehousing group in the Middle East, privately held, multi site, serving industrial and consumer customers. Engaged the firm for an independent network and working capital review.

A regional logistics operator was carrying more inventory, more nodes, and more working capital than its service levels justified, and its customers were starting to notice.

We rebuilt the network model from the transactional data, modelled three alternative network shapes, and ran service and cost scenarios for each. The recommended network was then sequenced for implementation without breaking live customer commitments.

A redesigned hub and spoke network, a working capital release plan, and a phased implementation roadmap. The client's team ran the transition with our support.

A growth stage B2B software business headquartered in Europe, selling to mid market and enterprise buyers across multiple geographies. Engaged the firm on the recommendation of an existing board member.

A growth stage SaaS business suspected it was leaving money on the table at the top of its book and losing competitive deals in the middle. The pricing policy was the same for both.

We ran segmented willingness to pay research, rebuilt the pricing model around buyer archetypes, and designed a revised packaging and discount policy with clear guardrails. We then stress tested the new model against a year of historical deals.

A segmented pricing architecture, a new commercial policy, and an expected first year revenue uplift range that the CFO and CRO could both stand behind.

A cross border freight forwarder and customs brokerage operating between Asia and Europe, privately held, with a concentrated customer base in industrial exporters. Engaged the firm after a period of supply shocks.

A cross border operator was overexposed to a single origin country and a single carrier group. Customers were asking about alternatives and internal leadership wanted a plan.

We mapped the current flows, assessed alternative origins and carriers on cost, transit time, and risk, and ran a stress test against the shocks that had already happened in the past three years.

A sourcing and carrier diversification plan with a clear sequencing, a set of commercial moves to protect margin during the transition, and a resilience playbook.

A regulated specialty lender in South Asia, non bank, focused on a single commercial lending segment, with a board seeking an independent opinion ahead of a capital raise. Engaged the firm on a short fixed fee brief.

A specialty lender wanted an independent view of two adjacent product opportunities and the credit, channel, and operating model choices they implied.

We sized each opportunity from a demand and supply side, interviewed borrowers and intermediaries, and built a standalone P and L model for each option under a range of credit assumptions.

A written recommendation on one of the two opportunities, with an honest assessment of the risks and the specific conditions under which the firm should reconsider the other.

A multi city diagnostics chain in South Asia, founder chaired, operating a mix of owned and partner run centres, with a strong clinical reputation and a commercial function that had not kept pace. Engaged the firm for an independent diagnostic.

A diagnostics chain with strong clinical credentials was not translating its reputation into commercial growth, and had reached the point where leadership wanted a clear outside view.

We built a commercial diagnostic from the client's own data, interviewed referring clinicians and corporate buyers, and identified the three commercial levers with the largest expected impact relative to the effort required.

A prioritised commercial action plan, a revised pricing and packaging view for corporate accounts, and a ninety day roadmap the leadership team could commit to.