Thin margins. Many sites. Small gains that compound into millions.

Retail, FMCG and QSR businesses share one economic truth: value is won or lost in operations, one store, one route, one SKU at a time. We work where that truth lives: on the cost base, the supply chain, the store P&L and the performance system that connects them.

0 stores covered across just two QSR engagements

$0 G&A saved in a single cost transformation

0 countries reached through one distribution turnaround

0 uplift in EBITDA Margin

Where we work

One sector team, three battlegrounds.

The levers differ by format, but the discipline is the same: quantify the opportunity, then run it down through a Transformation Office until it lands.

03·A

Retail & D2C

Store networks, furniture and interiors, e-commerce and direct-to-consumer: businesses where expansion speed and store economics decide who wins.

Store / network performance systems
Finance function & IPO readiness
Multi-year revenue & margin transformation
TAT reduction across design-production-delivery

03·B

FMCG & Distribution

Products that move through warehouses, stockists and last-mile routes, where logistics design and channel economics are the margin.

Logistics network restructuring
Stockist & channel model design
Warehouse modernization & inventory policy
Receivables & delinquency management

03·C

QSR & Restaurants

Multi-brand, multi-site restaurant operations: franchisors and master franchises where G&A discipline and opening speed compound across hundreds of stores.

Zero-Based Budgeting across G&A
New-store opening acceleration
Balanced Scorecard & KPI cascade
SOPs & meeting cadence redesign

The calls we get

If one of these sounds like your Monday morning, we should talk.

"Our G&A grew faster than our revenue." The cost base was built for a smaller business and nobody has challenged it from zero. Every budget line carries last year's number plus inflation.

"New stores take too long to open." Expansion is the growth plan, but each opening drags through approvals, fit-out and handovers, and the delay multiplies across the pipeline.

"Strategy doesn't reach the store floor." The board has targets; the store manager has a shift roster. Nothing connects them: no KPI cascade, no scorecard, no consequence.

"Our supply chain leaks margin." Warehouses in the wrong places, inventory policy by habit, stock-outs on bestsellers and overstock on the rest.

"Revenue is up; profit isn't." Growth is masking operational drag: brand cannibalization, untracked initiatives, a structure built for a different era.

"We're preparing for an IPO / investor scrutiny." The finance function closes slowly, reporting doesn't stand up to diligence, and the org chart won't survive a data room.

How we attack it

The value levers, tuned for consumer businesses.

Every engagement starts by quantifying the opportunity across these levers, then the Transformation Office delivers the mix that pays best.

Continuous Improvement: ZBB & operational excellence Rebuild the G&A base from zero: rent contracts, delivery costs, marketing spend, maintenance inventory. Proven at −7% to −8% of base.

Performance Management: scorecards & command centers Cascade corporate targets to store and individual level, link incentives to KPIs, and review on dashboards instead of anecdotes.

Process Transformation: SOPs & TAT compression Standardize how every department works, then attack the turnaround times that gate growth: store openings, design-to-install, procurement.

Operating Model Design: structure & channel models Regional sales constructs, stockist models, franchise governance: structures that remove cannibalization and speed decisions.

BI & Analytics: from gut feel to prescriptive Live project dashboards, delinquency monitors and store-level reporting that move decisions from monthly reviews to daily signals.

Growth Tactics: market entry & new business lines Category selection, launch sequencing and 5-year financial models, down to unit economics, before capital is committed.

Proof