The situation
The business had built a recognisable brand and a national footprint, but growth had outpaced the operating discipline needed to sustain it. Cash was tight, several outlets were dragging group performance, and leadership was making decisions on lagging, fragmented data.
The ERP investment made to solve those problems had not been operationalised. Reports were produced but not used. Weekly cash was managed reactively. Procurement leakage was suspected but not measured.
The challenge
- Persistent cash flow pressure with no weekly cash governance rhythm.
- Underperforming outlets dragging group profitability with no outlet level P&L visibility.
- Weak working capital discipline across procurement, inventory and payables.
- ERP investments not translating into faster or better decisions.
- No funding roadmap to support recovery and planned expansion.
Our approach
We ran an end to end operational and financial diagnostic, then executed a phased turnaround across cash, outlet economics, controls and data. Each phase was designed to release cash and improve decision speed before the next intervention began.
Workstream 1. Cash and outlet economics
- Instituted a weekly cash flow governance rhythm with clear ownership.
- Built outlet level profitability tracking to expose true contribution.
- Closed 3 loss making outlets for restructuring, protecting group cash.
Turnaround is not cost cutting. It is the disciplined work of restoring cash, outlet economics and decision speed at the same time.
Workstream 2. Controls and procurement
- Documented SOPs and KPIs across store operations, procurement and inventory.
- Tightened procurement and inventory controls to reduce leakage.
- Embedded treasury and accounting policies to institutionalise the discipline.
Workstream 3. Data, ERP and funding
- Activated ERP enabled dashboards so leadership decided on live data.
- Designed a ₦1.4bn blended funding strategy to support recovery and expansion.
The outcome
- 3 loss making outlets closed for restructuring.
- Liquidity tightened by 55% via weekly cash governance.
- Decision making 66% faster on live, ERP enabled data.
- Procurement leakages materially reduced.
- Treasury and accounting policies embedded across the group.
- ₦1.4bn blended funding strategy in place to support the next phase.
