Who buys today
We sort your existing clients by profitability: who brings money, who brings turnover without margin, and who has quietly left.
Your sales department under our management
We take on finding clients, negotiating and carrying deals through to signature. We do not make calls on your behalf - we build a system that keeps selling after we step back.
A share of profit growth · no growth, no invoice
What we take on
From first contact to a signed contract
- Client profile and target listWe work out who needs your product most and build a list of such companies with contacts for the people who decide.
- First contact and qualificationWe make contact and filter out those it does not suit. Your manager stops spending time on conversations that cannot end in a deal.
- Negotiation and the commercial offerWe prepare an offer for the specific client, run the bargaining and handle objections on price.
- Carrying the deal to signatureAgreeing terms, deadlines and the contract. This is the stage where deals that looked ready are often lost.
- Funnel and incentive schemeWe set up the stages, the reporting and the reward scheme for your managers, so things do not slide back once we are gone.
Where we begin
What we look at during the audit
Three to five working days. If we keep your books, half the figures are already in hand - the timeline is closer to three days.
Where deals are lost
We count how many enquiries reach an offer, how many reach signature, and at which step the biggest drop happens.
How the price is built
We look at discounts: who grants them, for what, and what that costs the company over a year.
What the department actually does
How much of the managers' time goes to selling, and how much to paperwork, stock and things that belong elsewhere.
Metrics
What to measure us by
The specific figure for each metric is fixed in the contract after the audit - we do not name them before that, because we have not seen your business.
ProfitThe headline metric. Our fee is calculated on its growth.
Funnel conversionThe share of enquiries that reach signature.
Average deal sizeAnd, separately, how deep the discounts go.
Deal cycleHow many days pass from contact to money.
Straight talk
Who this suits and who it does not
We take it on
- The product already sells - there is something to scale
- The margin can carry our fee
- A deal cycle of up to three months
- The owner is ready to hand over management, not just ask for advice
We decline
- An idea with no sales at all
- A markup of a few per cent
- Deals that take a year or more to ripen
- No bookkeeping - nothing to measure growth against
Procurement, where every hryvnia of discount is your profit
We find suppliers, bargain over price and terms, and control delivery and quality. Of all the areas, results show fastest here: the saving is visible in the very next consignment.
A share of profit growth · what is saved on procurement is growth too
What we take on
From finding a supplier to accepting the consignment
- Review of current purchasingWhat you buy today, from whom and at what price. We compare that with the market - often this step alone reveals the first losses.
- Finding alternative suppliersUkraine and import. We check reliability, not just price: a cheap supplier who misses deadlines costs more.
- Negotiating price and termsBargaining over price, payment deferral, consignment size and return terms. Deferral often gives more than a discount.
- Control of delivery and qualityDeadlines, completeness, matching paperwork. Claims handling if the consignment arrives wrong.
- Stock and frozen cashWe count what sits in the warehouse unmoved and decide what to do with it. That is money already spent but not yet working.
Where we begin
What we look at during the audit
Our advantage is largest here: supplier prices and stock balances are visible straight from the books we keep for you.
Prices against the market
We take the largest purchasing lines and compare your prices with what the same goods sell for to others.
Dependence on a single supplier
Where there is one supplier and nobody to replace them. This is not only about price - it is about the risk of a standstill.
Cash sitting in stock
How much sits unmoved, for how many months, and how much of it will no longer sell at full price.
Payment terms
Which suppliers grant deferral, which demand prepayment, and what that is worth in money.
Metrics
What to measure us by
The figure for each metric is fixed in the contract after the audit.
Purchase cost baseThe price of the same lines before and after.
Stock turnoverHow many times a year stock converts into revenue.
Payment deferralThe average across suppliers - this is your working capital.
Failed deliveriesThe share of consignments that arrived late or wrong.
Straight talk
Who this suits and who it does not
We take it on
- Regular purchasing, not one-off
- There are several possible suppliers in the market
- Stock is accounted for and the data can be trusted
- You are ready to change supplier if that is better value
We decline
- A sole supplier in the market with nobody to replace them
- Purchasing is rare and unpredictable
- The supplier is a related party and will not be changed
- There is effectively no stock accounting
Foreign trade end to end: from counterparty to customs clearance
Finding a partner abroad, the contract, logistics, customs and currency control - under one accountability. Papers and money stay in one pair of hands, because we keep the foreign-trade books ourselves.
A share of profit growth · currency-supervision deadlines under our control
What we take on
The full cycle of a cross-border transaction
- Finding and vetting the counterpartyA supplier or buyer abroad, with their existence and reputation checked before any money moves.
- Contract and delivery termsIncoterms, currency, deadlines, liability of the parties. What is written in here either saves you later or costs you.
- LogisticsCarrier, route, cargo insurance, time in transit.
- CustomsCommodity code, paperwork, customs value, clearance. An error in the code changes the duty rate - that counts immediately.
- Currency supervision and bookkeepingSettlement deadlines, paperwork for the bank, recording the transaction in the books. This is our daily work even without the commercial side.
Where we begin
What we look at during the audit
Breakdown of the landed price
Goods, delivery, duty, VAT, bank, exchange differences. It often turns out that the «cheap» supplier is dearer once everything is counted.
Settlement deadlines
Whether you keep within the statutory deadlines on transactions. Falling behind is expensive and follows the company.
Goods classification
We check the commodity codes. A different code means a different duty rate, and sometimes different permits.
Losses on the exchange rate
When currency is bought, at what rate, and how much that costs over a year.
Metrics
What to measure us by
The figure for each metric is fixed in the contract after the audit.
Total landed costNot the price of the goods, but everything together - delivered to your warehouse.
Time from order to warehouseHow many days it actually takes.
Currency-supervision breachesTarget: zero.
Losses on rate and bank chargesAs a percentage of the contract value.
Straight talk
Who this suits and who it does not
We take it on
- Import or export already exists, or definitely will
- The volume justifies working with contracts
- You need one accountable party instead of four contractors
- You are ready to work fully above board - otherwise we decline
We decline
- A one-off import of a single consignment
- Goods under sanctioned or prohibited categories
- Schemes that understate customs value
- No willingness to show the real paperwork
A commercial director you do not have to hire
Pricing, department structure, incentive scheme and planning. For a company that needs such a leader, but not full time and not from scratch.
Decisions on strategy and major contracts stay with the owner
What we take on
Management, not consulting
- PricingHow the price is formed, where it sits below cost once every expense is counted, which discounts you can afford and for whom.
- Structure of the commercial departmentWho is responsible for what, where there is duplication and where there is nobody at all. It often turns out the owner sells and the department does the paperwork.
- Incentive schemeA reward scheme that pushes towards profit rather than turnover. The wrong percentage for a manager costs more than their salary.
- Plan and reportingWe set targets you can hold people to, and a report that shows movement towards them rather than activity.
- Weekly presenceWe are inside the process: planning, reviewing deals, deciding within the agreed limits of authority.
Limits
Where our authority ends
This is the most important part of the arrangement, and we fix it in the contract before the start. Without it, the first serious conflict will be about power rather than results.
We decide
Work with existing clients, discounts inside the agreed corridor, choice of suppliers, the department's day-to-day decisions.
The owner decides
Strategy, entering new markets, prices below the agreed floor, major contracts, hiring and firing.
We decide together
The annual plan, changes to the incentive scheme, dropping an area or a client.
Metrics
What to measure us by
The figure for each metric is fixed in the contract after the audit.
ProfitThe headline metric; the fee is calculated on its growth.
MarginBy area separately - an average hides the problems.
Plan deliveryHow closely actuals match what was planned.
Dependence on the ownerThe share of deals that do not close without them.
Straight talk
Who this suits and who it does not
We take it on
- There is a sales department, or at least a few people
- The owner is tired of being the only salesperson
- Readiness to hand over day-to-day decisions
- The books make margin by area visible
We decline
- You need a one-off consultation, not management
- The owner will go on deciding everything alone anyway
- A one-person company
- There is already a commercial director with authority
Let us start with a free audit
3–5 working days, no obligation. We will show where the company loses money and what can be done about it. If we see that we cannot deliver, we will say so plainly.