Cases

The company faced the following issues:

1. The absence of unified dynamic financial models reflecting product life cycles resulted in low cash flow forecast accuracy.
2. A lack of methodologies for evaluating the economic return of new products made it difficult to prioritize initiatives and led to inefficient budget allocation.

We developed financial models for the company’s new products, including dynamic forecasting tools that accounted for product life cycles. The models provided ROI and payback period analysis, supporting data-driven decisions on product development and investment priorities.

1. Cash flow forecast accuracy improved to 92% (up from 75%) through dynamic scenario planning and product life cycle modeling.
2. Identified three high-return products (IRR > 22%) and recommended allocating 60% of the development budget to them, with projected first-year revenue of €4.8 million.
3. Defined an optimal budget structure for the new product portfolio, increasing the expected weighted average return on investment by 4 percentage points.
4. Accelerated go/no-go decisions: average investment approval time decreased from 15 to 3 business days (−80%).

The company faced several key operational and analytical challenges:

1. Manual data processing by financial controllers took up to 80 hours per month and frequently led to human errors.
2. The lack of centralized product analytics prevented timely monitoring of profitability and the effectiveness of marketing initiatives.
3. High operating costs were not translating into revenue growth or improved margins.

We implemented automated solutions to reduce the operational burden of routine tasks. Cost-effective tools were developed for financial controllers to streamline data processing and financial analysis. In parallel, we introduced an end-to-end product analytics system to track product economics and conversion from operational marketing initiatives.

1. Time spent by financial controllers on routine tasks was reduced by 65%, from 80 to 28 hours per month, through automation scripts.
2. Month-end closing time decreased from 7 to 2 days (−71%) thanks to automated calculations and reporting templates.
3. Financial data accuracy improved significantly, with error rates dropping from 4% to 0.5%.
4. Annual operating cost savings of approximately €90,000 were achieved by eliminating manual data handling and consolidating reporting.
5. The implementation of product analytics helped identify the 10% least profitable product lines and improve margins on core offerings.
6. Conversion from operational marketing initiatives increased by 18%, supported by real-time KPI tracking and agile campaign adjustments.

The company approached us with the following issues:

1. The absence of structured and formalized business processes in procurement, sales, and logistics resulted in frequent operational delays and interdepartmental conflicts due to a lack of alignment.
2. No time-tracking or KPI system was in place, making it difficult to assess employee productivity, manage workloads, and manage employee expectations and motivation.
3. Decision-making was slow, even for routine operational tasks.

We developed and implemented standardized business processes for the procurement, sales, and logistics functions. The project included the creation of operating regulations, RACI matrices, employee evaluation and incentive systems (KPIs), the implementation of end-to-end analytics, and a time-tracking system based on digital timesheets to monitor task execution and workload distribution.

1. Procurement cycle time was reduced from 20 to 12 business days (−40%) through standardized procedures and centralized oversight.
2. Order processing and logistics improved: the time from order placement to dispatch decreased from 8 to 6 days (−25%).
3. The on-time delivery rate increased from 85% to 97% (+12 p.p.) through the implementation of RACI matrices and clearly defined KPIs.
4. Employee productivity improved: average task completion speed increased by 22%, saving approximately 350 hours per month thanks to the time-tracking system.
5. Overtime hours were reduced by 35% (−550 hours per quarter) thanks to optimal workload distribution and performance monitoring.
6. The time required to prepare management reports and analytics was reduced from 5 to 0.5 days per month (−90%) thanks to the new BI system.

The company faced several strategic and operational challenges:

1. The lack of a clearly defined business model and customer value proposition made it difficult to position the project to consumers and investors.
2. The absence of an investment strategy and insufficient pitch preparation reduced the likelihood of securing funding.
3. Missing strategic milestones left the team without clear development goals or a roadmap for growth.
4. An uncontrolled burn rate and underdeveloped operational processes increased expenses and reduced the project’s investment appeal.

We provided strategic and operational support to the startup’s core team. The engagement included designing the business model, developing product and investment strategies, preparing the team for pitching, overseeing the use of funds, attracting partners, building operational processes, developing GR capabilities, implementing business analytics, and preparing for expansion into new markets. Over the course of the engagement, the project progressed from Pre-Seed to Series A and raised up to $1 million in funding.

1. Raised a $1 million Series A round, closed within four months of the first pitch.
2. Held investor meetings and received 3 term sheets, resulting in 2 signed letters of intent.
3. Reduced the time needed to prepare management reports by implementing a BI solution.
4. Lowered the burn rate by 18%, saving $180,000 per quarter, through operational process optimization.

The company was facing several key issues:

1. The existing business model did not reflect growing consumer demand for sustainable and eco-friendly solutions, which reduced the appeal of its products to younger generations.
2. There was a lack of clarity on which core components of the business model needed to be revised, and how, to align with emerging environmental trends.
3. Increasing overproduction led to growing volumes of illiquid inventory and operational inefficiencies.

We helped the company adapt its business model to new market demands and sustainability trends. The project involved a thorough assessment of the current business model, identification of the components requiring transformation, and development of a detailed roadmap for the transition from the current state to the target eco-conscious model.

1. A revised business model was formulated along with a step-by-step implementation plan.
2. Fifteen new eco-product lines were launched, accounting for 28% of the total assortment.
3. Illiquid inventory was reduced by 18%, saving €2.1 million, through the use of demand forecasting analytics.
4. Optimization of the procurement strategy led to a 12% reduction in the cost of key materials.

The company faced several challenges:

1. Difficulties in generating and validating new ideas led to a slow pace of innovation and delayed product iterations.
2. Limited understanding of real user needs reduced the relevance of the solutions being developed.
3. A lengthy idea-to-prototype cycle slowed down the testing and refinement of product concepts.
4. A lack of cross-functional collaboration and structured focus group input made it hard to agree on and launch new product ideas quickly.

We facilitated a series of innovation workshops using the Design Thinking methodology. The process included user empathy research, problem framing, ideation and prioritization sessions, rapid prototyping, and concept testing. As a result, the team identified and shaped three new product directions in the green energy sector and prepared the corresponding digital solutions for pilot deployment.

1. Generated 20 product concepts, with 5 prioritized for prototyping and testing.
2. Reduced the idea-to-prototype-to-test cycle time from 10 to 2 weeks (−80%).
3. Identified over 100 key product insights and functional requirements through user research and team collaboration.

The company approached us with the following issues:

1. Limited transparency in financial forecasts and underlying assumptions was undermining investor confidence.
2. The absence of a clear value proposition and resource planning made it difficult to design a scalable growth strategy.
3. A high burn rate without optimized operational controls posed a threat to the project’s sustainability.
4. The lack of a defined management layer diluted accountability across the team, founders, and investors.

We conducted a comprehensive project health check at the Series A stage to prepare investor-facing management reports and assess the business’s scalability potential and investment needs. The engagement included an audit of the business model, operating model, and financial position, identification of key strengths and weaknesses, and recommendations on further funding and growth prospects.

1. Forecast accuracy improved to 92% (up from 68%) thanks to refined assumptions and an upgraded forecasting model.
2. Identified the need for €3 million in additional funding to support market expansion and prepared a clearly articulated investment thesis.
3. Optimized operating costs, reducing the burn rate by 15% (equivalent to €300,000 in quarterly savings).
4. Secured investor approval to launch a €5 million Series B round within the next six months.

1. A fragmented and decentralized operating model limited the company’s ability to scale and maintain effective control over business operations.
2. The absence of functional centers and properly structured financial flows between them hindered operational efficiency.
3. Duplicated tax payments and the lack of a robust tax planning model led to financial inefficiencies.

We conducted a comprehensive analysis and redesign of the operating model of a digital food delivery company. The objective was to enable business scalability while improving operational and tax efficiency. The project included an in-depth analysis of the existing operating model and the development of target-state scenarios that would enable sustainable growth and effective management of financial flows.

1. Monthly order volume increased by 35% within six months of implementing the new operating model.
2. Average delivery time was reduced from 45 to 30 minutes (−33%) through route optimization and centralized warehouse logistics.
3. Operating expenses were reduced by 20% thanks to automated order management and centralized procurement.
4. EBITDA margin improved by 5 percentage points due to a revised pricing strategy and cost structure optimization.
5. The company saved €1.2 million in tax payments in the first year by adopting the new operating and tax model.

1. Stagnation in certain business segments led to a strategic decision to carve them out and launch a new company in partnership with a former competitor, combining complementary capabilities.
2. A fair and accurate valuation of the underperforming business units was required to support the transaction.
3. The client needed professional support in developing and executing a negotiation strategy.
4. An objective assessment was needed of whether spinning off the stagnating segments and establishing a new company was strategically sound.

We provided end-to-end support for a major carve-out transaction involving international chemical companies. Selected business segments were separated and used as the foundation for a new player in the specialty polymers market. Our role included strategic negotiation advisory, preparation of due diligence reports, and financial assessment of the deal proposals from both sides. Post-deal, we supported the integration process: harmonizing two disparate operating models and building unified corporate functions for the new entity, including Sales, Finance & Controlling, and Transfer Pricing.

1. Consolidated revenue grew by 18% within the first year after closing, driven by synergies and cross-selling opportunities.
2. Operating expenses were reduced by 22% through the centralization of sales, finance, and controlling functions.
3. Strategic decision-making accelerated: the average approval time for key initiatives decreased from 12 to 5 business days (−58%).
4. Optimized transfer pricing saved the new company over €4 million in tax liabilities in the first six months after integration.
5. The new company captured 7% of the specialty polymers market within six months, with an average monthly share growth of 1.2%.