The challenge
Margins were falling with rising input costs and currency swings, and the family business had no budget, no product-level costing and no hedging policy.
Our approach
We introduced product-level costing, a currency hedging policy approved by the board, an annual budget and a monthly performance review with each business head.
Nilgiri Crest had decades of market knowledge and very little financial structure.
Costing every product
Product-level costing revealed that a third of the range was loss-making after freight and currency.
A rhythm the family owns
A monthly review with each business head now runs without us in the room.
