−27%
Production costs, cut without cutting the line
Manufacturing excellence — on-time delivery +35%, overall profitability +19%.
Management consulting for owner-led Indian businesses Accredited by the Institute of Management Consultants of India (IMCI)
The first crore is hustle.
The next four are a system.
A jeweller in Rajkot, a retail chain losing ground to its own online listings, a food brand that has just crossed into its second state. Different trades, one ceiling. The first crore arrived because the owner quoted every job and chased every payment himself, and none of that stretches to five. Past it, more hours buy less and less; what decides the next four is whether the business runs on a system or still queues at one desk.
StrategyFinance & revenueResearch & growthDigital & techPeopleRisk & complianceStartupsMarketing & salesAudits & retainers
Under ₹50 lakh
The owner is the product, the sales team and the collections department. Revenue tracks how many hours he was on the road that month.
Where we usually start
Pricing and one channel. Most businesses this size are carrying four channels that each half-work, and a price set in the first year that nobody has revisited since.
₹50 lakh to ₹1 crore
Enough volume that the owner cannot personally touch every order, and no system yet that survives him being away for a week.
Where we usually start
Getting the owner off the critical path. Who decides what, written down, and the three processes that break first when he is not in the building.
₹1 crore to ₹5 crore
Turnover looks healthy and the bank balance does not agree with it. Working capital, not demand, is what decides the month.
Where we usually start
The numbers that actually run the business — margin by line, cash conversion, and what the growth is costing before it pays.
Past ₹5 crore
The questions change shape: structure, the next generation, a plant, an acquisition, or somebody asking to buy.
Where we usually start
Strategy with dates and owners attached — including succession and continuity, which is the work owners postpone longest and regret most.
Not sure, or somewhere between two of these? That is what the first call is for.
26Years in the market
9Practice areas
29Service lines
₹0First conversation
IMCIAccredited, and checkable
Why this firm
Being good is not the same as being chosen.
Kirtiraj Gohil has worked in this market for twenty-six years and been a consultant for four of them. The other twenty-two he spent carrying a number himself — in the same districts, and through the same trade, our clients sell into today.
26 Years in the market
22 Carrying a number 2000–2022 FASCEL → HutchVodafone Essar → Vodafone WestVodafone IdeaMahindra Holidays & Resorts
4 Building this firm 2022–2026 Blue Mango
Eleven line roles across five corporate identities. A ₹140 crore zone with 270 people, 59 trade partners grown from 24 and 36 retail counters; 1,100 people at the peak, and the best churn performance in the country three years running.
That is why an engagement here does not open with a framework. Someone who has carried a number knows where to look first — which month the margin actually went, and why a distributor quietly stopped pushing.
Most owner-led businesses do not have a strategy problem. They have six good functions that were never wired to each other, so every decision gets argued again from the beginning.
Four engagements · twelve to eighteen months each
What moved, and by how much.
+42%
Customer retention for a retailer losing ground online
Retail transformation — average transaction value +23%, new locations in 18 months 3 · CX360.
+65%
Client acquisition without compromising service quality
Financial services growth — revenue, first year +31%, client onboarding time −40%.
1 → 8
States entered by a food & beverage brand in one plan
F&B regional expansion — processes & supply chain Standardised, brand position in new markets Strengthened.
Individual outcomes vary based on client context, commitment and market conditions — stated exactly as published in the company profile. All figures achieved within 12–18 month engagements.
A view we hold
Your business deserves the same respect as your health.
When someone in the family is unwell you consult a doctor, and then you go and get a second opinion. Nobody thinks that is an insult to the first doctor. Your business carries your capital, your time and your family's standing in the town, and it very rarely gets the same courtesy.
If you are putting serious money behind a project, a new location or a launch this year, take a qualified second opinion on it before the cheque clears. It does not have to be ours. Time is the one input you cannot buy back, and a wrong direction is paid for every month you keep walking in it.
9 practice areas · 29 service lines
Start where the problem is.
If you are not sure which of these it is, that is normal, and it is what the first call is for. We will point you at the right door even when it turns out not to be ours.
Three cities in India, four markets abroad
We work on site, in the building.
The useful information is almost never in the deck. It is on the floor, in the ledger, in what the distributor says when the owner is out of the room, and in the repeat-purchase rate nobody has plotted for two years. So in India we come to Rajkot, Ahmedabad and Mumbai, and we come to the shop, the branch or the plant. Abroad we work across the UAE, the United Kingdom, Australia and New Zealand, including immigration-pathway acquisitions.
Forty pieces, and counting
We write down what we find.
Strategy
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What would you want to be true about this business in eighteen months?
That is the question we open with, and most owners have not been asked it in years. Thirty minutes, a senior consultant, and an honest answer at the end of it about whether we are the right people for the job.