The Goal
1
Reach a defensible go/no-go decision within four weeks.
2
Identify an operating model capable of delivering stronger margins.
3
Equip the founder with a decision framework they could apply independently.
The Strategy Sprint
The Strategy
Sprint
The business wasn't failing. It was built for a market that no longer existed.
Client Overview
A food manufacturing SME was facing sharp revenue decline amid rising input costs, changing consumer buying habits and a retail model that no longer supported the business.
The business needed to determine whether it was still viable and, if so, what path forward could restore stronger margins.
The Challenge
➤ Revenue decline had been treated as an execution problem when the underlying issue was the operating model.
➤ The retail-first structure could no longer carry the business’s cost base.
➤ There was no clear, evidence-based view of which products or channels were profitable.
Our Approach
ZER Growth Architecture
Assess: Analyse capacity, product profitability, cash flow and channel economics.
Prioritise: Identify the products, channels and opportunities with the strongest commercial potential.
Reposition: Reshape the growth model around the strongest commercial opportunities.
The Result
87%
revenue recovery challenge assessed
75%
capacity opportunity uncovered
30%
margin benchmark established
7
SKUs strategically evaluated
Our Impact
The founder moved from uncertainty to a clear, financially grounded direction. The business now has a stronger path forward and a repeatable framework for making future strategic decisions independently.
