At current interest rates, money pulled out of stock and work in progress is cheaper than any loan. But first you need to know where you earn and where you run at a loss — without that, optimisation is guesswork.
Turnover grows but there is no cash. Nobody can say exactly where the profit goes.
Cost is calculated “roughly”, on last year's figures and by feel.
You do not know which line feeds the business and which lives off the others.
The warehouse is full, some items have not moved for months, and working capital is short.
Purchasing runs on habit and with the same suppliers as five years ago.
Cash gaps appear suddenly, even though everything looked fine.
I do the numbers myself: build the P&L, break down unit economics, model the business case for the line. Then it becomes clear what to cut and what to leave alone.
A private club for business owners: live offline case reviews in central Moscow, a table assembled around your request, business games and access to a team of practitioners. Everything discussed stays inside the circle.