SaaS
Scaling a SaaS Platform to Series B
Built the finance basics and the investor story that helped a software company serving one industry raise growth money from large funds.
3.2x ARR growth in 18 months
Business Transformation
Business transformation is changing how a company operates rather than only what it reports, sequenced so the business keeps trading throughout.
Service within Strategy Consulting
How we help with Business Transformation
Transformation fails in the order things were attempted far more often than in the ambition.
Agree what actually has to change
A small number of things that matter, rather than a programme that touches everything and finishes nothing.
Sequence it so the business keeps trading
Order decided by dependency and by risk to revenue. Transformation fails in the order things were attempted far more often than in the ambition.
Run it as work, not as a programme
Named owners, decisions on a cadence and visible progress, rather than a steering committee and a status deck.
Make it stick
The new way documented, measured and built into the operating rhythm, because the failure mode is reverting once attention moves.
Where we have done this
Consumer / D2C
Building Investor Readiness for a D2C Brand
Designed unit economics, cohort analytics, and a fundraising data room that anchored the next funding round.
Closed oversubscribed Series A
HealthTech
Embedded CFO Engagement for a HealthTech Scale-up
Embedded a fractional CFO and finance pod to drive forecasting discipline, board reporting, and capital efficiency.
Burn reduced by 35%
FAQ
Questions founders ask about Business Transformation
What counts as business transformation?
Changing how a business runs rather than only what it reports: the operating model, the processes, the systems and often the org structure, together.
Why do most transformations fail?
Sequencing and attention. Too much attempted at once, in an order that disrupts revenue, with no owner once the initial push fades. The ambition is rarely the problem.
How long should it take?
The first visible change within a quarter, the substantial change over two to four. A programme with no visible result in the first quarter usually loses the organisation's belief before it produces one.
Do we need to pause growth while we do this?
No, and pausing usually makes it harder, because the case for change weakens as soon as the pressure comes off. The work is sequencing it so trading continues.
What our research says about Business Transformation
Workshops do not change companies. They produce documents and they produce alignment for a few weeks. Change comes from sustained operating practice, which is a completely different kind of work.
If execution is weak, more demand makes it worse, not better, because you are feeding a leaking pipe faster. If governance is weak, any fix you make to the other pillars will decay within two quarters, because nothing holds it in place.
The winners in the AI era of finance won't be the ones with the cleverest tools. They'll be the ones who did the unglamorous work of building a base worth automating.
The people behind Business Transformation
Business Transformation is run by the studio team: one multidisciplinary team whose pods work in tandem, matched to the sector and the stage the company is in.
Strategy Consulting / Labs pod
Led by Karthik Beknal
Lead - Strategy Consulting & FP&A. Defines direction and drives it through focused sprints.
See the pod structure
What usually runs alongside this
Process Standardisation and OptimisationMaking the way work happens repeatable, so it survives the people who invented it.
Execution OSThe structure, the numbers and the operating rhythm that turn a strategy into weekly work, with one owner per outcome.
ERP ImplementationChoosing and landing the system the business will actually use, and the process work that has to happen first.
