Real Businesses. Real Numbers. Real Names.

Candere by Kalyan Jewellers was a growing online jewellery brand with a sales conversion rate of 13% creating a significant revenue ceiling. The founder, Rupesh Jain, had a capable team and a good product. But the sales process was personality-dependent, inconsistent and unable to scale without increasing headcount proportionally.

No standardised sales process different salespeople used different approaches. No shared understanding of the ideal customer or most effective objection responses. No conversion tracking discipline the team did not know where in the funnel their leads were or what was causing drop-off.

CA Manan Vasa and his team worked inside Candere over three engagements spanning five years. A standardised sales process was designed, documented and embedded. A pitch architecture was built. An objection handling framework was created from real customer data. A conversion tracking system was implemented. New salespeople were onboarded into the system. Performance was monitored against clear KPIs.

Sales conversion improved from 13% to 31%. Revenue grew from ₹36 Cr to ₹120 Cr in three years with the business poised for ₹140 Cr. The founder's personal involvement in individual sales conversations became unnecessary.

Vicky Mahendru had built Precious Alloys into a genuine business but one that was structurally limited by founder dependency, governance gaps and a valuation that did not reflect the business's true potential. Before meeting CA Manan Vasa he had sold 10% of his stake at a valuation of ₹50 Cr.

No formal governance framework decisions were made informally. No financial visibility system the founder managed by instinct and bank balance. The succession dynamic between the founder and his son was creating operational friction. The revenue architecture had no designed growth engine.

CA Manan Vasa worked directly alongside Vicky Mahendru and his son building the governance structure, the financial visibility system, the organisational design and the revenue architecture simultaneously. The founder-son dynamic was addressed directly roles were defined, authority was transferred deliberately and the relationship dynamic was restructured.

The business's second stake sale 15% was completed at a valuation of ₹250 Cr. Five times the valuation achieved before the engagement. The relationship between the founder and his son was transformed.

Amjey Chemtrade was a ₹250 Cr chemical trading business with 25 years of history and 50 employees but no formal reporting structure, no performance management system and a new customer acquisition process that depended entirely on the founder's personal relationships.

No formal Employee Performance Appraisal System accountability was personal and informal. No structured new customer acquisition process the business relied entirely on existing relationships. No MIS system the founder had no live visibility without asking multiple people for reports.

A formal Employee Performance Appraisal System was designed and implemented. A structured new customer acquisition process was built with a defined ideal customer profile, a prospecting system and a conversion framework. An MIS reporting system was implemented giving the founder real-time visibility.

Revenue grew from ₹250 Cr to ₹400 Cr in 14 months. 18 new customers were acquired in the first 4 months. Profitability improved by 0.8%. The company moved from no formal reporting to a transparent, impersonal performance management system.

SM Express Logistics had a collections problem that had compounded into ₹9.6 Cr outstanding with 86% aged beyond 120 days. ₹2 Cr had been declared bad debt. The founder, Shrawan Chaudhary, was personally chasing collections spending significant time on follow-ups that should have been handled by a system.

No standard process for invoice follow-up. No escalation framework. No accountability for collection performance. No tracking of aging by customer. No consequence for internal teams when collections slipped. The founder's personal involvement was both a band-aid and a structural barrier.

A standard collections process was built covering invoice delivery, first reminder, escalation triggers and final demand. An aging tracking system was implemented. Internal accountability was defined with clear ownership for each collection relationship. A bad debt recovery process was applied to the ₹2 Cr written-off. The founder was deliberately removed from the routine collections process.

Outstanding reduced from ₹9.6 Cr to ₹3 Cr in 60 days. The percentage aged beyond 120 days fell from 86% to 34%. ₹2 Cr declared as bad debt for over 18 months fully recovered.

Sunniva Encon was an importer of industrial components operating in a market where Chinese competition was eroding margins and the business model was structurally vulnerable. The founder, Kashyap Anandpara, saw the writing on the wall but had not yet found the pathway to structural transformation.

The business model itself was the structural problem. Importing and reselling in a market where Chinese manufacturers could undercut on price was not sustainable. The business needed to transform its operating model from importer to manufacturer while managing the transition without disrupting existing revenue. All systems required for manufacturing were absent.

CA Manan Vasa worked with Kashyap Anandpara on a strategic transformation. The manufacturing transition was designed as a strategic project with a financial model, a process architecture, a team structure and a timeline. The cost model was designed to achieve a landed cost below Chinese import prices.

471% growth in FY21-22. Profitability improved by 12%. Sunniva Encon moved from importer to cost-leader manufacturer and is now exporting to markets where it previously could not compete on price.