Rapid diagnosis
Where the company earns and loses, and why.
Move 1
Reorganise and relaunch
Put the company back in order and restart it on measurable foundations.
What you see
The signals
Margins
Margins falling, or uneven across units, outlets or product lines.
Cash
Financial strain, with numbers that arrive late or cannot be compared.
Governance
Organisational, administrative and accounting structures to put in place, as Italian insolvency law requires.
Organisation
Decisions that all go through the owner.
What we do
We work on the numbers and on the organisation at the same time.
P&L by business unit
One reading of results for each unit, outlet or line.
KPIs and management control
A short set of indicators and a monthly budget the team actually uses.
Standard processes
Procedures that make the company replicable and less dependent on individuals.
Organisation and people
Roles, responsibilities and management development.
Relaunch plan
A plan that a bank or an investor can read and finance.
What the company gets
Results we measure
EBITDA
By unit, read every month.
Labour cost
As a share of revenue, by unit.
Monthly close
Time needed to have reliable numbers.
How we work
From diagnosis to the monthly routine
Diagnosis
A fixed-price first phase that tells you where you stand.
Plan
Priorities, owners and indicators, agreed with management.
Implementation
We stay at the table while the changes take hold.
Monthly review
Results checked against the indicators, every month.
Engagement models
How we can work together
Fixed-price diagnosis
The entry point: a defined scope and a clear deliverable.
Retainer
For continuous support during implementation.
Related experience
Already under way
Anonymous cases. No client is identifiable without consent.
Restaurant group with a network of outlets
P&L by outlet and a revenue taxonomy; KPIs and a monthly budget; a procedure and plan for new openings; organisation and management development.