A focused examination of where profit and cash leak — pricing, contract terms, delivery cost, working capital, cost-to-serve, asset utilisation and organisational complexity.
The situation it addresses
Revenue is growing, the order book looks healthy — and margin and cash refuse to follow. Pricing, contract terms, delivery cost, mix or working capital are absorbing the growth, and nobody can say precisely where, because the leakage is distributed across a dozen small decisions that each looked reasonable on their own.
What we examine
- Pricing architecture — price levels, discount discipline, escalation and indexation
- Contract terms — payment structures, risk allocation, variations and what the words actually cost
- Margin by customer, contract and product — where profit is genuinely made and lost
- Delivery cost and cost-to-serve — the cost of serving each customer the way you currently serve them
- Working capital — DSO, DPO, WIP and inventory, and the cash conversion cycle they produce
- Asset utilisation — what the asset base earns against what it could
- Cost structure — fixed and variable shape, and cost-to-run against the size of the business
- Organisational complexity — the quiet overhead of the way work moves through the business
Typical mandate outputs
- Value-leakage map — where profit and cash leak, quantified, with the evidence stated.
- Indicative benefit ranges by lever — what each intervention is plausibly worth, as an honest range with its basis visible.
- Intervention plan and owner set — what to do, in what order, owned by whom.
Where the leakage traces to contract and bid economics, the work continues as Bid-to-Delivery Commercial Assurance.