Case files

10 founders. 10 leaks they couldn’t see.

Every founder here booked a call with me, or worked with me, between August and October 2026. I’ve removed names and brands. The numbers are what they shared on the call.

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Case 01

D2C brand, ₹8 to 10 lakh a month

₹4.5 lakh a month on Meta ads. Zero profit.

What the founder thought

She thought the market was slow, and the ads needed more budget.

What was really leaking

Ads took about half of her revenue.
Every ₹1 on ads brought back ₹1.50. In her category, ₹3 or more is normal.
Too few new ads, so people kept seeing the same ones, and her own ad sets competed with each other.
The agency didn’t want to change anything.

What we decided

A new agency that works on profit, not just spend. A steady supply of new ads. And selling more to the 35% of customers who already come back, through bundles.

Case 02

Clothing brand, 9 years old

Growth stuck at 10 to 15% a year, for 3 years.

What the founder thought

Her 55% repeat rate made her think the brand was healthy.

What was really leaking

The agency kept showing ads to people who had already bought, so no new customers came in.
Fake cash-on-delivery orders worth about ₹2 lakh a day.
No ads on the bestsellers, so stock sat in the warehouse.

What we decided

Change the agency. Spend on reaching new people. Take part payment upfront on cash-on-delivery orders. Track who buys again this year, not a 9-year average.

Case 03

Printed clothing brand, about ₹2 crore a year

Stuck at ₹2 crore a year. Online was barely breaking even.

What the founder thought

They thought they needed more online sales.

What was really leaking

Getting each online customer cost about ₹1,500. Each sale left only ₹200 to 250.
The website lost carts between phone and laptop.
Nothing like “complete the look” or add-ons at checkout.
Meanwhile, the stores were very profitable.

What we decided

Grow through the stores. Use online to get discovered, not as the main profit engine. Raise prices, because their buyers pay for the prints. Fix the website’s biggest leaks first.

Case 04

Designer label, stocked in 25 stores

A ₹5,000 piece left her ₹415.

What the founder thought

After a great collection, she thought selling through stores was the way to scale.

What was really leaking

Half the stock, about 500 garments, came back from the stores.
She priced at only 2 times her cost. After making the piece and getting a customer, ₹415 was left for everything else.
Marketplaces were paying late.

What we decided

Keep only the 1 store that was selling. Leave the marketplaces. Price at 3 times cost. And tell her own story, years of designing costumes for films, which no other label can copy.

Case 05

Furniture brand, founder aged 19

He thought he was burning cash. He was making money.

What the founder thought

Spending ₹10,000 on ads felt like losing money.

What was really leaking

That ₹10,000 brought in ₹2 lakh of sales.
A ₹45,000 table cost about ₹18,000 to make and ship.
The real problems: he did every job alone, and sold to people who weren’t the natural buyers.

What we decided

Sell to architects and interior designers, who actually buy this kind of furniture. Stop doing every job himself. Better photos to match the price.

Case 06

Handmade blouse brand, 40,000 Instagram followers

40,000 followers. 1 or 2 orders a month online.

What the founder thought

She thought her followers would turn into online sales.

What was really leaking

At exhibitions she sold ₹1 to 2 lakh a day, so the product wasn’t the problem.
Online, the brand didn’t look as premium as the work.
At 2 times cost, the price couldn’t cover about ₹2,500 to get each customer.
₹5 to 6 lakh of stock wasn’t moving.

What we decided

Clear the old stock first with a small ad budget. Then relaunch with a premium look, a new website and higher prices.

Case 07

Cake and dessert brand, ₹4 to 5 lakh a month

₹600 to get each order. It should be closer to ₹200.

What the founder thought

She thought more ad spend would grow the business.

What was really leaking

The same ad had been running for over a year.
Only 2 to 3% of customers ordered again, because the brand was seen as a special-occasion gift.
It wasn’t clear what the brand was: cupcakes, or edible flowers.

What we decided

Hand the ads to a specialist and refresh them. Better food photos. Ask 50 customers and 50 new leads what they actually buy it for, then decide the brand.

Case 08

Tea brand

Every order from ads lost money.

What the founder thought

He thought selling on his own website was the way to grow.

What was really leaking

A ₹499 pack cost ₹220 to make and about ₹120 to ship.
Ads brought back ₹5 for every ₹1, and the order still didn’t pay.
When he raised the price to ₹599, sales dropped.

What we decided

Grow through Blinkit, where it was already selling with no ad spend. Use the website to learn who the customers are, because quick commerce doesn’t share that.

Case 09

Beauty brand, before launch

Each sale would have lost ₹1,044. We found it before launch.

What the founder thought

A big audience and a premium price felt like enough.

What was really leaking

After making, import duty, packaging, shipping, fees and returns, each ₹5,500 palette left ₹756.
Getting a customer through ads was going to cost about ₹1,800.

What we decided

Fix the price or the cost of getting customers before spending on launch. Use the founder’s own 2 lakh followers, instead of relying on paid ads.

Case 10

Premium shirt brand

Getting 1 customer cost more than they spent.

What the founder thought

She thought the agency needed to push harder.

What was really leaking

The cost of getting a customer went from ₹3,600 to over ₹8,000.
Fewer than 6 in 100 visitors added anything to their cart. The pages didn’t show why an ₹8,000 shirt is worth it.
Last year’s best customers never came back.

What we decided

Reposition the brand, rebuild the website, and change the agency. Stop the t-shirts that lost money, and focus on shirts.

The pattern

Most of them were looking at ads. The leak was somewhere else.

In the price. On the website. In the product range. Or in selling to the wrong buyer. You can’t see it from inside the business. That is the part I do.

If the month ends and you can’t say where the money went, start here.

60 minutes on your numbers. You leave knowing what to fix first.

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