Scaling a Traditional Food Business from PKR 3.5Cr to 6Cr

Problem

The business was growing, but operations were not built to scale.

Workflows were mostly informal, reporting was inconsistent, and execution depended heavily on the owner’s day-to-day involvement.

This created bottlenecks, missed follow-ups, and uneven performance across the team.

Actions Taken

• Redesigned day-to-day operations into clearer, repeatable workflows
• Built a call center sales channel to increase order volume and improve follow-up discipline
• Defined backend system requirements so execution could be tracked (orders, fulfillment, collections, exceptions)
• Set accountability through roles, checklists, and basic performance reporting

Results (numbers-first)

• Revenue growth: PKR 3.5Cr → PKR 6Cr
• Profit per crore improved: PKR 1–1.5L → PKR 2–2.5L
• Call center channel generated PKR 5–10L in daily revenue
• Reduced owner dependency by shifting key decisions and follow-ups into a system (workflows + reporting)

Key Learnings