Revenue had tripled in three years, but the founders still planned on a single spreadsheet. Expansion into six new states was being decided store by store, and nobody could say which channels made money.
We rebuilt the plan around channel-level unit economics, introduced a driver-based budget and set a quarterly re-forecast. Every expansion decision was tested against a contribution-margin threshold before approval.
Harvest Lane had a good problem: demand. Modern trade, quick commerce and its own website were all growing at once, and each channel came with its own margin structure, payment terms and working capital needs.
Planning around the real drivers
We mapped revenue to five drivers (outlets, velocity, price realisation, channel mix and returns) and built the budget from them. Department heads now own the driver they influence.
Disciplined expansion
Each new state entry had to clear a twelve-month contribution threshold in the model before the team committed distributors and stock.
