Statutory books keep the GST office and your auditor happy. They almost never tell the CEO which product line is actually profitable, what a customer costs to win, or how much cash the business will have in thirteen weeks. We build the management layer on top, numbers you can actually decide with.
Finance in most Indian SMEs is set up for compliance. Books close, returns get filed, the auditor signs off, and then the CFO (or more often, the founder) is asked in Monday’s meeting what the gross margin is on product line B, and the answer is a rough estimate. That’s a decision problem, not a reporting problem.
We don’t replace your accountant. We build the management layer above them. Segment P&Ls that actually show contribution by channel or product. A rolling 13-week cash forecast tied to real operating drivers. Unit economics that hold up to two follow-up questions. And the monthly cadence where finance sits in the room when capital calls are made, rather than emailing a PDF a week late.
If you’re lining up a raise, a strategic sale, or significant bank debt in the next 24 months, this work doubles as preparation. Investors and acquirers ask the same questions management accounts should already be answering. Better to have the answers drilled into the team before the data room opens.
If three of these describe your Monday morning, finance has outgrown the setup that worked five years ago.
Statutory accounts are fine but management never sees contribution by product, customer, or channel. Decisions get made blind.
The P&L looks healthy but the bank balance keeps shrinking. Working-capital dynamics are invisible until they bite.
Nobody can answer “what does one customer cost and what do they earn us over their life?” in a way that holds up to two follow-up questions.
Prices haven’t been reviewed in years. The team discounts at will. Margin is whatever falls out at the end of the quarter.
Should we take the debt? Buy the machine? Hire the team? The answers live in someone’s head, not a model.
A potential investor or buyer asks for a data room and the team panics. The information exists but it’s scattered, inconsistent, or unreconciled.
Typically twelve to twenty weeks, with your in-house finance lead shadowing us from week one so the system doesn’t leave when we do.
We go under the hood, chart of accounts, revenue recognition, cost allocation, working capital. What’s accurate, what’s estimated, what’s missing.
Segment P&Ls, contribution analysis, unit economics, cash forecast. Built against the real structure of the business, not a generic template.
Monthly management pack, quarterly review, rolling forecast. Finance sits in the room when decisions are made.
We train your finance lead (or help you hire one) to own the system. We step back to quarterly check-ins once it’s holding.
Working models and packs your finance lead runs every month. Nothing here is a one-off report, and nothing depends on us being around.
A plain-English read on where the business actually stands, liquidity, profitability, leverage, with the three things most worth fixing first.
Segment P&L, contribution by product or customer, working-capital view, a monthly pack leadership can read in ten minutes and act on.
13-week cash model tied to operational drivers, not a static spreadsheet that goes stale two weeks in.
Customer acquisition cost, payback, lifetime contribution, defined for your business with the math shown so anyone can audit it later.
Where margin is leaking, which SKUs or customers underperform, and a defensible pricing approach for the next cycle.
A three-year model with operating scenarios you can run, hiring, expansion, capex, downside, to test decisions before you make them.
“Statutory accounts told us we were profitable. The unit economics Apxe built told us we were losing money on two of our four SKUs. Pricing changed the next quarter, and so did the P&L.”Result: Contribution margin up 11 points in 2 quarters
We can’t build finance on top of broken bookkeeping or a business that hasn’t found its market. These two lists should help you decide.
The five questions every CFO or promoter asks before a finance engagement. Straight answers below.