We work with owner-managed and mid-sized organisations in Singapore. The method is the same; the dictionary is not. Below is the grain we typically put in a pack — not a claim that we “specialise in growth” for any of these trades.
Outlet contribution after kitchen or shop-floor labour and delivery fees, before central overhead. Like-for-like sales, waste, labour as a share of net sales, and a cash view that follows supplier terms rather than the P&L month. Cost-to-serve for delivery channels is written down before it appears on a chart.
Utilisation, realisation, WIP ageing, and cash from invoice date plus observed collection lag — not from “average debtor days” copied forward. Multi-currency billing is mapped to SGD at a written rate rule. Partner drawings sit in the cash view as a known commitment when you provide the calendar.
Contribution by lane, customer or vehicle class where the TMS and the ledger can be joined. Fuel, subcontract and detention as variable lines. Working capital that shows receivables, payables and any bonded or on-dock inventory you actually own. A thirteen-week cash view that follows stated payment cycles.
Recognised revenue versus deferred revenue, logo churn, net revenue retention, and contribution after payment fees and direct support. Three versions of “net revenue” are collapsed into one dictionary entry. Cohort views are added only when the billing extract supports the grain.
Gross margin by SKU or family after a written treatment of labour and overhead absorption — labelled as such, not presented as cash. Inventory days, purchase commitments and a cash view that follows supplier and customer terms. Scrap and rework as named lines when the shop-floor extract exists.
Occupancy, effective rent, arrears and service-charge recovery as operating measures; cash from rent due dates and observed collection. Capex and sinking funds as named cash-out lines. We do not value properties and we do not advise on acquisitions.
A ledger that already closes. A leadership team that will name a pack date and a reviewer. Between roughly eight and a few hundred staff, often with more than one entity or outlet. Turnover in SGD terms that justifies a monthly pack — we will say at scoping if a diagnostic is the better first step.
We are a poor fit if you need an auditor, a licensed financial adviser, a tax agent, or a team to implement an ERP. We will also decline work that asks us to reverse-engineer a statutory filing or to produce a valuation for a transaction.
If your sector is not listed, write anyway and name the decisions that are stuck. The constraint is whether the source data can carry a written definition — not whether the industry appears on this page.