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Business Health Report — Flip Slide Consultancy
90 day
Cadence
0
Domains covered
0+
Control points reviewed
CXO
Partner-led delivery

Why this exists

The audit your business deserves before the bank or the buyer asks for one.


You built this business. You know its rhythm in your bones. And yet every founder we meet says the same thing in the same six months: "I don't know what I don't know anymore."

That feeling isn't weakness. It's scale. A ₹50 Cr business has more moving parts than a single brain can hold. The control points that protected you at ₹10 Cr your eye on the shop floor, a quick call to the head accountant, a Sunday review of the dispatch register quietly stop being enough. You don't notice the gap. You notice the customer complaint, the GST notice, the senior leaver, the dip in OEE six months after the system started failing.

The Business Health Report exists for that reason. Every 90 days, an independent FSC team walks through six domains of your business, talks to your people, reads your numbers, and tells you kindly, clearly, and on paper what is working, what is quietly breaking, and what to do about it. Before the bank, the buyer, or the regulator does.

The six domains

What we actually look at, every quarter.

Not a checklist. Not a survey. A working team that sits inside your business for two to three weeks, reads the evidence, and writes the report.

01

HR & people

Hiring funnel health, attrition signals, payroll integrity, POSH and statutory compliance, performance discipline, succession exposure on critical roles.

02

Sales & revenue

Pipeline hygiene, distributor RoI, pricing leakage, scheme-spend governance, customer concentration risk, forecast accuracy vs. landing.

03

Operations & manufacturing

OEE, scrap and yield, BOM accuracy, downtime root-cause integrity, SOP adherence on shift, planning vs. dispatch reality.

04

Growth & strategy

Market positioning vs. competitors, capacity vs. forecast demand, expansion readiness, scenario planning, capital structure for the next three years.

05

Brand & positioning

How you show up to customers, distributors, recruits, and lenders. Where the brand gap is silently costing you margin, hires, and trade negotiations.

06

Basic finance

Working-capital cycle, costing integrity, GST and export-incentive hygiene, lender-readiness, the boring stuff that becomes urgent at exactly the wrong moment.

Quarterly cadence

Run it every 90 days. Sleep easier the other 89.

Because the SMEs that survive the next decade will be the ones that audit themselves before someone else does.

Book a discovery call

Methodology

A Six Sigma audit. Not a McKinsey deck.

The Business Health Report follows the DMAIC framework the same structured Six Sigma discipline that brought operational rigour to global manufacturing over the last four decades. We adapted it for the realities of an Indian SME and the timeline of a founder who cannot wait twelve months for a slide deck. Five steps, four weeks, one independent read.

D

Define

Agree the scope. Which functions, which plants, which questions does the board want answered. Stakeholder map drawn. Engagement charter signed.

Days 1–3
M

Measure

Read the numbers. Payroll register, OEE logs, distributor schemes, BOM master, GST returns, working-capital cycle. Quantify the baseline. No assumptions.

Days 4–10
A

Analyse

Walk the floor. Sit in the meetings. Interview the leaders, the supervisors, the operators. Triangulate what the numbers say against what the people say.

Days 11–20
I

Improve

Synthesise. Find the critical few areas — usually 7 to 12 — where a focused fix produces a disproportionate outcome. Write the remediation plan.

Days 21–26
C

Control

Present to the board. Assign owners. Agree the cadence for the next quarter. Hand over the dashboard that will track every remediation action to completion.

Days 27–30

Week by week

What thirty days inside your business actually looks like.

The Business Health Report is a calendar-bound exercise. You always know where we are in the audit, what we’re looking at this week, and what you’ll see at the end of it.

01 Week one

Scoping & orientation

The week starts with the board sponsor and the founder. We agree the scope, the success criteria and the access we need across the business. Then we meet your function heads — HR, finance, ops, sales — one at a time. By the end of the week, we know your business well enough to walk the plant on Monday morning without asking obvious questions.

Deliverable Engagement charter, stakeholder map, audit calendar shared with leadership.
02 Week two

The data dive & shop-floor walk

The most intense week of the audit. We sit with your CFO and walk through three years of P&L, working capital and tax filings. We pull the payroll register, the BOM master, the distributor RoI, the OEE logs. In parallel, we walk every shift on the plant — first shift, general shift, night shift — with the supervisor and the safety officer.

Deliverable Quantified baseline across all six domains. Anomalies flagged.
03 Week three

360° stakeholder interviews

We interview thirty to forty people across the business — one–on–one, confidential. Independent directors. Function heads. Mid-management. Shop-floor supervisors. Key distributors. Two recent leavers. Where the numbers tell us where the problems are, the people tell us why those problems exist — and what has stopped earlier attempts to fix them.

Deliverable Interview synthesis (anonymised), root-cause hypothesis log.
04 Week four

Synthesis & board read-out

We write the report. Each of the six domains gets its own section — findings, severity rating, recommended action, owner, target date. We pressure-test every finding with the relevant function head before it lands in front of the board. The week ends with a three-hour read-out to the board, followed by the question we love most: “What do we do first?”

Deliverable 70-page Business Health Report. 90-day remediation plan. Board-approved owners.

The deliverable

What sits in front of the board on day thirty.

A board-ready document. Roughly 70 pages. Designed to be read by your independent directors as easily as by your operations supervisor.

Flip Slide Consultancy

The Business Health Report.

70Pages, quarterly
01

Executive summary

One page. The top seven findings, the recommended action on each, and the ₹ impact if executed.

pp. 1–4
02

Scope, methodology & data sources

What was in scope, what wasn’t, the DMAIC discipline applied, the data sources triangulated.

pp. 5–9
03

Domain 1: HR & people

Hiring funnel, attrition signals, compliance status, performance discipline, succession risk.

pp. 10–19
04

Domain 2: Sales & revenue

Pipeline health, distributor RoI, channel-mix margins, customer concentration, forecast accuracy.

pp. 20–29
05

Domain 3: Operations & manufacturing

OEE, scrap and yield, BOM integrity, downtime analysis, SOP adherence, dispatch performance.

pp. 30–42
06

Domain 4: Growth & strategy

Capacity vs. demand, expansion readiness, scenario planning, capital structure outlook.

pp. 43–50
07

Domain 5: Brand & positioning

External brand audit, employer-brand read, distributor / lender perception.

pp. 51–56
08

Domain 6: Basic finance

Working-capital cycle, costing integrity, GST & statutory hygiene, lender-readiness check.

pp. 57–63
09

90-day remediation plan

Sequenced, costed, owned. Every action with a name, a date, and a KPI to measure against.

pp. 64–70

Who this is for

If any of these sound like a Tuesday in your business we should talk.

Five sentences we've heard from founders in the last twelve months. If even one of them sounds like a conversation in your office last week, the Business Health Report is the conversation worth having now not in twelve months when one of them has become a crisis.

My head of accounts has been with me twelve years. I trust him. I just don't know what he's not telling me.

Finance Founder · FMCG, Maharashtra

Our OEE numbers look fine on paper, but our customer returns are climbing every quarter.

Operations COO · Packaging, Gujarat

I keep getting GST notices that nobody can fully explain to me in the room.

Compliance MD · Chemical, Tamil Nadu

Three good distributors have stopped picking up our calls in the last six months and I can't put my finger on why.

Sales CXO · FMCG, Karnataka

I'm thinking about a PE conversation in eighteen months. I genuinely don't know if my books would hold up to diligence today.

Growth & strategy Founder · Pharma, Telangana

What we actually measure

The specific KPIs we test against, in every domain, every quarter.

Not a vague impression. Not "we feel good about the business." A defined list of metrics in every domain, benchmarked against your historical performance and against the best-in-class manufacturers we’ve worked with in your sector.

01

HR & people

  • Time-to-hire (days)
  • Offer-acceptance ratio
  • 30-day & 90-day attrition
  • Salary cost as % of revenue
  • POSH committee compliance
  • PF / ESI reconciliation gaps
Red flagCritical role with no internal successor in the next 18 months.
02

Sales & revenue

  • Pipeline coverage ratio
  • Forecast vs. actual variance
  • Distributor RoI (top 20 / bottom 20)
  • Scheme spend per case
  • Customer concentration (top 10)
  • Days sales outstanding (DSO)
Red flagForecast variance over 25%. Customer concentration over 40%.
03

Operations

  • OEE per line, per shift
  • Scrap and yield trend
  • FTQ (first-time quality)
  • Unplanned downtime (hrs/wk)
  • BOM variance vs. standard
  • Dispatch OTIF
Red flagOEE under 55% with no measurement system in place.
04

Growth & strategy

  • Capacity utilization vs. forecast
  • New SKU contribution %
  • Market share trend (3-yr)
  • Capital-allocation discipline
  • Expansion readiness score
  • Debt service coverage ratio
Red flagGrowth plan exists but capacity / hiring / capital plan is unaligned.
05

Brand & positioning

  • Trade brand perception score
  • Employer brand (Glassdoor / Ambition)
  • Customer NPS
  • Distributor satisfaction
  • Price premium vs. category
  • Digital presence audit
Red flagDistributor NPS below sector benchmark; recurring trade complaints.
06

Basic finance

  • Working-capital cycle (days)
  • Gross / EBITDA margin trend
  • Inventory days & turn
  • GST integrity & refund pipeline
  • Banker-ready data room
  • Costing-system reliability
Red flagWorking capital expanding faster than revenue for three consecutive quarters.

How the BHR is different

Statutory audit. Internal audit. Strategy deck. BHR. Four different conversations.

Each has a place. They are not substitutes for each other. Most Indian SMEs already have the first two and an occasional version of the third. The Business Health Report fills the gap that none of those is designed to address.

Statutory audit Internal audit Strategy deck Business Health Report
Primary purpose Certify last year’s financials for the regulator Detect transactional fraud and process gaps Recommend future direction Diagnose the operating system across six domains
Time horizon Backward (last FY) Backward (last quarter) Forward (3–5 years) Last 90 days ↔ next 90 days
Includes shop-floor walk? — Sometimes — Yes — every shift
Includes people / culture? — — Surface-level Yes — 30+ interviews
Includes distributor / customer data? — — Selective Yes — RoI by partner
Includes 90-day execution plan? — Findings list Vague timelines Yes — owners & dates
Cadence Annual Quarterly or annual Once every few years Quarterly — by design
Delivered by CA firm Internal audit team Strategy consultants FSC partner + sector specialist

Who does the work

A partner-led team of four. Not an associate army.

Every Business Health Report is delivered by a small, senior team. The same people you meet in the discovery call walk your shop floor in week two and present to your board in week four.

FP

FSC Partner

Engagement lead. Sits in every leadership conversation. Signs off every domain finding before it reaches the board.

CXO experience
SS

Sector specialist

Deep manufacturing experience in your vertical. Walks shifts with your supervisors. Translates findings into sector language.

10–15 yrs in sector
CL

Consultant — data & finance

Reads the books, the BOM master, the working-capital cycle, the GST returns. Quantifies every domain’s baseline.

CA / MBA finance
CP

Consultant — people & ops

Conducts the 30+ interviews, observes the SOPs, reads the HR & performance data. Turns observation into evidence.

Operations background

Investment

Transparent pricing. Calibrated to scale.

We share three indicative bands here. The exact fee depends on the number of plants, the complexity of the operating model and the depth of remediation support you want after the audit. Final scope is agreed on the discovery call.

Tier 01

Emerging SME

₹6–10 lakhPer BHR cycle · ex GST
  • Revenue under ₹25 Cr
  • Single plant, single state
  • 4-week audit · 70-page deliverable
  • Board read-out + 90-day plan
  • Quarterly cadence available
Tier 02 · Most popular

Scaling SME

₹12–22 lakhPer BHR cycle · ex GST
  • Revenue ₹25–150 Cr
  • Up to three plants / multi-state
  • 4-week audit · full deliverable
  • Board read-out + 90-day plan
  • Optional 6-month install retainer
  • Quarterly cadence with deep dives
Tier 03

Mid-market manufacturer

₹25–45 lakhPer BHR cycle · ex GST
  • Revenue ₹150–500 Cr
  • Multi-plant / multi-state
  • 4-week audit · extended deliverable
  • Board read-out + 90-day plan
  • Standard 6–12 month install retainer
  • Continuous quarterly cadence

Manufacturers above ₹500 Cr in revenue: bespoke scope, partner-led. Reach out and we’ll talk.

FAQ

Questions founders ask us first.

No. A statutory audit certifies last year's financials for the law. The Business Health Report tests the operating systems behind those financials — and everything else the business runs on. The two are complementary, not competing.
We position the engagement as a board-sponsored health check, not a hunt for blame. In practice, your team comes out of it with sharper clarity on what they own — and a leadership team that's better at backing them.
Because the issues that hurt SMEs the most are usually six-to-nine months old by the time they surface. A 90-day cadence is short enough to catch them before they compound, and long enough that your team has time to actually fix what the last report flagged.
Absolutely — most clients start that way. Many move to the quarterly cadence after the first read. There's no lock-in either way.
Quoted on scope. The first Business Health Report for a single-plant SME falls in a defined band; we'll share the specifics on a discovery call. Quarterly subscriptions are priced separately.

Our engagement model

One month to diagnose. Six months to install. Ongoing to manage.

A fixed, disciplined timeline applied to every engagement — calibrated to your sector, your scale, and your team’s bandwidth. After the six-month install, the partnership becomes recurring — because the business never stops moving.

1Month 1

Audit & diagnose

Four weeks of Business Health Report. Plant + head-office diagnostic across HR, sales, operations, growth & strategy, branding, basic finance. Output: a board-ready remediation roadmap.

2Months 2–7

Build the system

Six months of embedded build. SOPs, dashboards, cadences, hires installed alongside your team. By month seven, your leadership team is running every system on their own.

3Month 8 onwards

Implement & manage

A retainer-based partnership. Quarterly BHR, monthly cadence check-ins, on-call support. Like every serious consulting firm, our model is recurring — because operating systems need stewardship, not one-off projects.

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