Process consulting replaces people-dependence with system-dependence. We document how purchase, stores, payroll, sales and accounts actually work, redesign the steps that have gaps or a risk of leaking money, and write SOPs your team can follow — so the business keeps running when a key person leaves or you take a month off.
If the answer to 'how does this get done' is a person's name, that is not a process. It is a dependency, and it is the single biggest thing holding back most Indian businesses.
He knows where everything is. He has never written any of it down.
Goods receipt, material issue, periodic counts, purchase approval limits — the processes that had only ever existed as one person's judgement.
We start where money and risk are concentrated. In an SME that is almost always the same handful of functions.
Each SOP is written as a short, readable document with a flow, a set of approval limits, the formats to be used, and one named role accountable for each step. Nobody reads a 90-page manual, so we do not write one.
The immediate effects are practical: fewer errors, faster month-end, a cleaner statutory audit, and a promoter who stops being the approval bottleneck for routine decisions.
The longer-term effect is that the business becomes transferable — to a professional manager, to the next generation, to a buyer, or to a bank that is comfortable lending against systems rather than a personal guarantee.
Most failed ERP implementations in SMEs fail for the same reason — the software was asked to impose a process the business had never agreed on. We define the process, get it working on paper for a cycle or two, and only then configure it into the system.
We support ERP selection and implementation, and where a full ERP is too heavy, our own software may cover the stores and receivables side at a fraction of the cost.
Client names are held back for obvious reasons.
Manufacturing · stores and payroll
No defined process for receiving, issuing or counting material, and payroll run by hand. After new SOPs, stock differences fell 50%, full-and-final settlement errors were eliminated, and employee onboarding was standardised.
Because knowledge that lives only in someone's head walks out of the door with them, cannot be audited, cannot be improved and cannot be scaled. Writing it down also exposes the disagreements — it is common to find three people describing the same process three different ways.
Six to twelve weeks for the core functions of a single-location business. We do them in sequence, starting with whichever function is leaking most, so you get value before the whole project finishes.
Some will, at first, usually where the current informality benefits someone. We work with the team rather than around them, and we train people on the new process instead of dropping a document on them. Getting the promoter to visibly follow the process matters more than anything we write.
Substantially. Auditors test controls, not just balances. Documented processes with evidence of approval make statutory audit faster, reduce qualifications and make bank and buyer due diligence far less painful.
Internal audit tests whether your controls actually work — not whether the accounts balance. We run internal audits, stock and receivable verification…
Read moreWe build and support two products for Indian MSMEs. Nakad handles POS billing, invoicing, customer credit limits and automated collection follow-up on…
Read moreProduct costing allocates every cost — material, labour, power, overhead and scrap — to the products that caused it. Most SME cost sheets stop at mate…
Read moreSend us the last two years' balance sheets and the pain point that is bothering you most. We come back with things you can fix in the next quarter — no obligation, no sales deck.