What clients say about working with permataisa

The situation

A metal fabrication firm employing 85 staff had experienced variable throughput over a 12-month period without being able to identify a consistent cause. Their internal team had investigated twice without a conclusive finding.

The engagement

Over three weeks, we conducted two structured site visits, spoke at length with the production manager and two shift supervisors, and reviewed the floor layout against actual output sequences. The written summary identified a scheduling bottleneck and a material handling pattern that was adding non-productive time.

What followed

The firm used the written findings to adjust the scheduling sequence and reconfigure one handling point. The specific outcomes were for their production team to assess — that was not our role. The client described the written summary as "the clearest account we have had of what was actually happening."

The situation

An industrial supplies distributor had grown its product range significantly over six years. The finance director suspected that smaller orders and complex-to-service customers were being cross-subsidised by the core accounts, but their accounting system did not make this visible.

The engagement

Working with the firm's finance team over eight weeks, we built a cost allocation model that attributed actual service costs — including order processing, delivery, and credit management — to each major customer segment and product line. The written report showed that three product lines were materially loss-making when service costs were included.

What followed

The leadership team used the findings to review their pricing structure and minimum order thresholds. The decisions were theirs to make. The finance director noted that having the analysis in writing made it easier to present to the board without the methodology being questioned in the room.

The situation

A second-generation family group operating five related entities — manufacturing, property, trading, and dormant holding companies — had reached a point where the structure was creating tax complexity and making strategic decisions harder than they needed to be.

The engagement

Over five months, we documented the existing arrangement in full, held monthly working sessions with the two principal family directors, and produced a written redesign with a proposed implementation sequence. The framework was written to be handed to their tax and legal advisors without further explanation from us.

What followed

The group began implementing the first phase of the restructuring within three months of delivery, working through their existing advisors. The group CEO described the written framework as "finally having a document we could give to our lawyer that actually described what we wanted to do."