structure, KPIs, receivables
from the first diagnostic
reviewed annually
review holds the rhythm
Overview
Where growth actually gets lost
Many companies have a strong product, steady sales, and still lose ground to mismanagement. The pattern repeats: no organisation structure worth the name, job descriptions that don't match what people actually do, no process manual, and no KPIs tracked against either.
Cash flow tightens even when revenue looks healthy, because collections and cost discipline were never built into the system. Departments pull in different directions because no one reviews how they fit together.
This service fixes that sequence in order: structure, job descriptions, a process manual, then KPIs reviewed monthly or quarterly, with cash flow and interdepartment coordination built in from the start.
Why The Catalyst
Learned inside a real turnaround
“The chaos cleared in about six months and payments came back under control.”
Chetan Turakhia, FounderThis isn't theory. Chetan was brought onto the board of an IT products company with a breakthrough product and fast growth, but chaos in execution — missed deliveries, overdue receivables, departments working past each other.
He rebuilt the organisation structure, wrote the operating manual, set job descriptions and KPIs, and put a monthly review rhythm in place. The chaos cleared in about six months and payments came back under control. That is the same sequence applied to every Operation Excellence engagement.
What's included
What you actually get
Structure, job descriptions and process manual
The one-time foundation, reviewed annually.
KPI design and review
Monthly or quarterly, tied to the role and the business.
Cash flow discipline
Systems, a standing review rhythm, and pricing or collection fixes drawn from your go-to-market.
Interdepartment synergy
A standing review that catches conflict between departments before it reaches the board.
Who it's for
Is this the right fit?
If two or more of these describe your business, the first call will be a short one.
- Companies with a good product and healthy sales that still feel like a daily fire drill.
- Businesses where departments blame each other and no single review catches it.
- Owners facing overdue receivables or cash flow strain despite decent revenue.
- Companies scaling fast enough that the structure that got them here won't take them further.
The engagement
How the engagement runs
Month one
A gap analysis against your current structure, systems and numbers, ending in a proposed organisation structure.
Months two and three
The process manual, job descriptions and KPIs are finalised with your team.
From month four
A monthly review holds the rhythm — cash flow, interdepartment coordination and the numbers against the plan.
FAQ
Questions, answered
Is this the same as a fractional COO?
How long before we see results?
Does this only apply to manufacturing or product companies?
Related reading
The only dashboard an SME owner needs
The eight to ten numbers worth reviewing every month, and the discipline that makes them useful.
Read itArticleWhy MSME growth stalls near ₹25 crore
The four bottlenecks a growth consultant sees at this stage, and what resolves each one.
Read itArticleYour COO just quit. Now what?
A thirty-day stabilisation plan, and when interim or fractional leadership beats a rushed replacement.
Read itStructure first. Then the numbers hold.
The first call is free and takes thirty minutes.