Your business works. Let's find where its next growth will come from.

• A good product, but not the right customers for it, or not enough of them.
• Sales that depend on you, or on two or three big customers who know it.
• Dealers and distributors who push whatever sells easiest, which is not always your product.
• A factory that cannot take higher volumes without quality or delivery slipping.
• A second plant or a new product line that has been "next year" for three years.
• Export enquiries you answer, and then nothing comes of them.
• Suppliers who let you down on quality, price or time.
• Working capital that runs out before the order does.
• Managers who bring every decision back to you, and a next generation who want it to be different.

None of these is unusual, and none of them is fixed by another machine, another loan or another initiative. The first job is to understand what is holding the business back and what to tackle first.

A two-minute self-check

Answer as things are today, not as you plan them to be. Nothing is sent anywhere; the result stays on this page.

• Sales and marketWe reach the right customers and markets, and we know which ones to go after next.YesNot yet
• Sales and marketSales do not depend on me or on a few big customers.YesNot yet
• ProductOur products are competitive in the markets we want to be in, including abroad.YesNot yet
• ProductWhat customers tell us shapes what we develop next.YesNot yet
• OperationsThe factory can take higher volumes without quality or delivery slipping.YesNot yet
• OperationsOur processes are written down and repeatable, so a second plant could run them.YesNot yet
• Supply chainOur suppliers deliver the right quality at the right time.YesNot yet
• Supply chainWe are not dependent on one or two suppliers.YesNot yet
• PeopleMy managers take routine decisions without me.YesNot yet
• PeopleWe have the people we need for the next stage.YesNot yet
• FinanceWe have the working capital to grow, and the bank understands our plan.YesNot yet
• FinanceWe know our cash flow, costs and margins, and plan with them.YesNot yet

A self-check, not a diagnosis. The diagnosis is the first stage of the work below. Start again

• "Sales have flattened"

  We find out who is buying, who is not and why, what the dealers are actually doing, and where the next customers are: another segment, another state, an OEM customer, an export market. Then a sales plan with targets your people can be measured against.

• "We want a second plant, or a new product line"

  Before the land is bought, we check whether the plan works technically and pays commercially: the demand, the price, the capacity you really need, the money, and the people to run it. You get a business plan the bank will read, and a straight answer if the numbers do not work.

• "The factory cannot take more"

  We look at where the delays, waste and rework happen, which processes live only in one supervisor's head, and which suppliers hold you back. You get the few changes that free up capacity before you spend on new machines.

• "We want to export, or we want technology from abroad"

  Letters to European companies go unanswered, or the partner who answers is the one nobody else wanted. We write down what you need from a partner and what you offer, find the companies in Germany, Switzerland, Japan or elsewhere that fit, and open the conversation on your behalf. We know how companies there think and what they expect to see before they commit. A licence, a technology transfer, a distributor abroad or a joint venture, taken to a signed agreement. If the faster route is to buy a European company, see buying in Europe.

• "Everything still comes back to me"

  We help you decide which decisions your managers should take, what they need in order to take them, and how you will know they are being taken. Over a few months the company starts to run on its managers, and you get your time back for the next step.

1. First look

   Where the business stands: its strengths and weaknesses, the step you have in mind, its size, its finances and its leadership, and the risks that should be dealt with before money is committed.

2. Diagnosis across the six areas

   A structured discussion with you and your key managers about sales and market development, product development, operations, supply chain, people and leadership, and finance. It ends with a clear picture of where the business stands, what is holding it back, and measurable targets for the next three years.

3. A couple of priorities, a quarterly or six-monthly plan

   The improvement work is set out as specific deliverables across the six areas. Together we pick a couple of priorities to tackle first and turn them into a quarterly or six-monthly plan: the result to be achieved, the actions, what each action must produce, who is responsible, what they need, by when, and how progress is checked every week.

4. Reviews until it is done

   A plan is worth something only when the actions happen. We review progress against the targets, find the reasons for delays, help the team decide what to do about them, and change the plan when the facts say so. Over time, improvement becomes something the management does every month, not a one-off exercise.

• A clear understanding of what is holding growth back
• Realistic targets you can measure
• Sales, products, operations, supply, people and finance pulling in the same direction
• Clear responsibilities for you and your managers
• A plan with dates, and regular reviews
• Fewer decisions coming back to you
• A business that is ready for the next step: a second plant, exports, a partner from abroad, or a company bought abroad

Who this is for: small and medium Indian companies (SMEs), owner-run and family-run, with a product and a factory, anywhere in India, run by the founder or the next generation, that want to grow many times over. Who it is not for: start-ups without revenue, and large groups with their own planning departments.

Who does the work: Pradeep leads it and sits in the discussions with you and your managers; the team in Pune does the research, the factory visits and the follow-up between reviews. The first conversation costs nothing, and it is about whether this work fits your company, not about selling it.