Case studies

Three companies, three different problems, one way of looking at them.

Every one of these engagements started from the same question: where is margin leaking right now, and why can nobody see it. In none of the three was the answer in the market.

All three clients authorised publication. Names are withheld under confidentiality agreements; the figures are documented and shared with anyone who asks during a live engagement process.

Logistics and distribution · 40+ employees

Billing well while the margin bled out

Situation

A distribution company with more than forty employees, solid and steady revenue, and a net margin falling quarter after quarter with nobody able to point to exactly where.

What I found

Manual processes at the highest-volume points, bottlenecks so normalised they had become invisible, and an obsolete technology stack that forced the team to duplicate work. Everyone was working flat out to sustain the same output as the previous year.

What was done

Full operational audit, restructuring of the technology stack, automation of the critical workflows and removal of the redundancies eating the team's time.

What happened

65%less internal processing time

USD 120,000in documented annual operating savings

The cost of the engagement was covered in under four weeks.

He did not just give us back the profitability we were losing, he gave us back control of the company. The investment paid for itself in the first month.

C. M., chief executive

B2B services agency · technology consulting

Many clients, low prices and a ceiling they could not break

Situation

A B2B agency built on volume: a wide client base, tight pricing, a team at its limit and revenue that had been flat for a long time.

What I found

The service had become a commodity. They competed on price against suppliers doing less for less, and each new client brought less margin than the last while adding the same management load.

What was done

Redesign of the offer into a premium-priced service, pruning of the client portfolio, and a commercial funnel built on demonstrating judgement rather than competing on rate.

What happened

30k → 85k USDmonthly revenue

40 → 15clients in the portfolio

In ninety days, with fewer hours worked and a margin that bears no comparison to the starting point.

Santiago forced us to stop selling cheap. He gave us the system and the confidence to charge what we are actually worth. Our profit margin is unrecognisable.

A. R., founder

Technology company in growth stage

Good product, disorderly house

Situation

A technology company with a validated product and real growth, needing capital to expand and unable to convey solvency to an institutional investor.

What I found

The financial and operational structure did not match the product. Key metrics were miscalculated or simply missing, and information was presented in a way that made the investor do the work of understanding it.

What was done

Restructuring of the financial model, correction and tracking of acquisition cost and customer value metrics, and institutional positioning work. Support to the management team during negotiation, on the company's side.

What happened

< 6 monthsto closing the round

No abusive dilutionin the entry terms

The engagement was advice on capital structure and support to management. There was no placement of financial instruments, no introduction of investors and no success-based remuneration.

Santiago looks at businesses with an investor's eyes. He understood exactly which pieces were missing from our machinery for outside capital to trust us.

D. T., managing director

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