Engagements

Client names are anonymised by default. For references and detailed case discussions, Sujit connects qualified prospects directly with past clients on request.

Strategy Consulting

Repositioning a logistics company as a supply chain solutions business

Client: Mid-sized 3PL, ₹120 crore revenue, primarily road freight
Problem: Growth had plateaued. The company was winning on price and losing on margins. Leadership had no clear view of which segments to focus on or how to differentiate from asset-heavy competitors.
What we did: Six-month strategy retainer. Defined three target segments where the company had genuine advantage. Developed a solutions narrative and repositioning plan. Facilitated two strategy off-sites with the leadership team.

Outcome: The company entered two new enterprise verticals in the following year. Average deal size increased by 28%. Price-led conversations reduced significantly.

Market Entry Advisory

India market entry for a Gulf-based logistics technology company

Client: Series B logistics SaaS company headquartered in Dubai, looking to enter India
Problem: The founders understood the Gulf market well. India felt adjacent but operated very differently — fragmented, relationship-driven, price-sensitive, and regulatory-complex.
What we did: Four-month market entry advisory engagement. Mapped the regulatory requirements, identified three potential India partners, developed a localised pricing model, and designed a pilot structure for the first 12 months.

Outcome: Company signed its first India partner within 3 months of engagement completion. Pilot launched with two enterprise clients in Q2.

Solution Architecture

Winning a ₹4.2 crore contract logistics deal against two larger incumbents

Client: Regional 3PL looking to expand into pharma cold chain
Problem: Client had operational capability but had never built a formal solution document. Previous bid submissions were one-pagers with a price. Competing against two pan-India 3PLs with dedicated BD teams.
What we did: Four-week solution design and documentation engagement. Built the full solution: facility layout, SLA matrix, temperature protocol, technology stack, implementation plan, and a 24-page bid document with executive summary.

Outcome: Client won the contract. Procurement team cited the operational credibility of the solution document as the deciding factor.

Startup & Board Advisory

Helping a fintech founder navigate a Series A raise

Client: Seed-stage freight finance startup, 18 months of operation, ₹3 crore ARR
Problem: The product was working. The investor narrative was not. Founders could explain what they built but not why it was a large, defensible business. Several investor conversations had stalled at the same point.
What we did: Monthly advisory retainer over 5 months. Rebuilt the strategic narrative around the structural problem in freight payments rather than the product features. Redesigned the pitch flow and investor Q&A preparation.

Outcome: Series A closed at a valuation 35% above the founders’ initial expectation. Lead investor cited the clarity of the business case.

Startup & Board Advisory

Venture diligence for a family office evaluating a health-tech investment

Client: Family office evaluating a ₹2 crore angel investment in a B2B health-tech startup
Problem: The startup was building a distribution management platform for pharma stockists. The family office had financial diligence covered but lacked the operational expertise to evaluate whether the product solved a real problem.
What we did: Two-week diligence engagement. Evaluated the product against actual pharma distribution workflows. Interviewed two reference customers. Assessed the founding team’s domain knowledge and the competitive landscape.

Outcome: Family office invested with confidence. Diligence report identified two operational risks that were incorporated into the term sheet as milestone conditions.

Managed Services

₹38 lakh recovered in the first audit cycle

Client: Mid-sized FMCG manufacturer, ₹14 crore annual outbound freight spend
Problem: Finance team processing 300+ freight invoices per month manually. No systematic rate validation against contracted tariffs. Carrier billing patterns had never been analysed.
What we did: Three-month audit covering 18 months of historical invoices. Built a rate card reconciliation model. Identified systematic overbilling by two courier vendors and a primary road carrier.

Outcome: ₹38 lakhs in recoverable overcharges identified. ₹22 lakhs recovered through formal dispute process. Ongoing audit retainer established.

Solution Architecture

Rebuilding the domain model for a freight marketplace

Client: Series A freight marketplace, pan-India FTL and PTL
Problem: Three years into the product, the shipment entity had grown into an unmanageable blob. New features took months. Billing bugs were traced back to how a leg was defined differently in three modules.
What we did: Six-week domain architecture engagement. Redefined core entities from operational first principles. Delivered a domain model document and phased migration plan.

Outcome: Development cycle shortened by an estimated 35% in the following quarter. Billing bugs resolved at the model level, not patched at the code level.

Sales Advocacy

Rebuilding the commercial pipeline for a contract logistics company

Client: Mid-sized contract logistics company, 4-person BD team, ₹80 crore revenue
Problem: Post-pandemic pipeline had collapsed. Deals stuck in discussion for 12+ months. No qualification criteria. Operations team blindsided by what sales had promised clients.
What we did: Sales diagnostic then 5-month transformation engagement. Built logistics-specific pipeline stages, deal qualification, and a solution design gate. Monthly pipeline reviews with COO.

Outcome: Pipeline cleared of ₹35 crore in zombie opportunities. Three real deals closed in the following six months.