You suspect your cost structure isn’t right. You just can’t prove it yet.
Most companies allocate costs the way they always have — spreading indirect costs using averages that made sense years ago but no longer reflect how the business actually operates. The result: distorted product margins, pricing decisions made on flawed data, and a cost base that quietly erodes competitiveness.
Fixing this requires someone who combines academic rigour in cost methodology with hands-on controlling experience. Not a framework from a slide deck — a redesign that works in your specific business context, and stays working after the engagement ends.
Where I typically get called in?
- Indirect costs are spread using outdated averages — product margins are unreliable
- Competitors are offering prices that don’t seem possible to match
- A restructuring or strategic review requires a clear view of the true cost base
- The finance team needs operational reinforcement during a transition or peak period
How can I approach this?
What you walk away with?
- A redesigned cost model that reflects your real cost drivers
- Clear profitability by product, customer, or business unit
- Controlling dashboards for variance analysis and performance tracking
- A team that understands the model and can maintain it independently
