Six people. The one who sells the work also does it.

Rajiv spent eleven years in dairy and food processing operations before starting the firm in 2016 — first as a plant manager in Kolhapur, then running projects for an equipment manufacturer, which is where he learned exactly how supplier-led plant design goes wrong. He has led 180+ project reports and sits in the credit committee meetings himself. He is the reason the firm refuses machinery commissions.

Anita rebuilds P&Ls for a living and has yet to find a manufacturing business whose contribution margin by SKU matched what its founders believed. She led the growth diagnostic practice from three engagements a year to twenty-six, and wrote the firm's costing methodology. Before consulting she was a category finance manager at an FMCG company, which is where she learned how channel costs get hidden.

Sameer has commissioned 42 plants and measured the OEE of considerably more. He is the person clients call when a line rated at five tonnes an hour delivers 2.8, and he will spend four weeks with a clipboard before proposing anything. He runs the firm's ERP selection work on the principle that most software failures are scope failures.

Priya has filed subsidy applications under most of the schemes a food or dairy project can access, and knows which ones are worth the paperwork. She ran food safety systems for a mid-sized processor before moving to advisory, and has taken seventeen clients through FSSC 22000 without a first-attempt failure. She is the firm's authority on the sequencing that decides whether a claim survives audit.

Meera has repositioned regional food brands that were quietly under-charging for decades, and has the press-approval photographs to prove she attends the first print run. She built the firm's pack-price architecture method after watching a client launch D2C and lose their largest distributor in the same quarter. She measures her work on realised price, not recall.

Vikram builds the models that lenders stress-test, and has a reputation for refusing to hard-code a number he cannot trace to a source. He owns the firm's DPR quality review, which every report passes through before submission, and keeps the internal benchmark database that our capital cost ranges come from.