--- title: Case Studies | InHand Consulting description: Real results from real engagements. See how InHand helped founders navigate crisis, regulatory complexity and cash pressure — and come out with clarity. --- [.\](.\) - [Home](https://inhand.co?hsLang=en-us) - [About](https://inhand.co/about-us?hsLang=en-us) - [Approach](https://inhand.co/approach?hsLang=en-us) - [Services](https://inhand.co/services?hsLang=en-us) - [Case Studies](https://inhand.co/case-studies) - [Apply for the Sprint](https://inhand.co/contact-us?hsLang=en-us) ![](https://inhand.co/hubfs/In-Hand/left-doted-img.svg) ![](https://inhand.co/hubfs/In-Hand/right-doted-img.svg) # Real businesses. Real economics. *Real outcomes*. We work with founders of consumer product businesses navigating growth, complexity, and the point at which the financial system stops keeping up. These are four of those businesses, and what changed when the economics were properly designed. ### We ran an Economic Architecture engagement across the business. Company: Wholegood Sector: B2B wholesale food distribution Scale: £15M–£25M revenue Read more ![](https://inhand.co/hubfs/In-Hand/cross%20icon.svg) ## We ran an Economic Architecture engagement across the business. Company: Wholegood Sector: B2B wholesale food distribution Scale: £15M–£25M revenue --- ## The situation Wholegood was growing. The brand was strong, the product range expanding, and new listings landing. But the financial complexity was growing faster than the financial system could handle.   Cash was unpredictable despite reasonable EBITDA. Margins were harder to explain as the channel mix shifted. The finance function was busy, but it wasn't producing the clarity the leadership team needed to make the decisions in front of them. ## The problem The business had numbers. It didn't have answers.   Revenue growth was creating working capital pressure that wasn't obviously visible in the P&L. Channel economics were blurring as trade terms, logistics costs, and promotional spend accumulated. The leadership team was making pricing and ranging decisions without a clear view of which products and channels were actually generating profit.   The economic system, how revenue became margin, how margin became cash, how cash interacted with working capital, had never been mapped. ## What we did We ran an economic architecture engagement across the business.   The profit work identified contribution economics by product group and channel, for the first time, leadership could see which parts of the business were generating margin and which were eroding it. The cash work mapped the full working capital cycle, identifying where capital was being absorbed and what the levers were to improve conversion. The integrated model brought it together into a single view of how the business generates and consumes cash as it scales.   The blueprint gave leadership a coherent economic map of the business. The finance playbook translated it into operating rules, pricing discipline, inventory guardrails, capital triggers. ## The outcome Real control over cash, margins, and decision-making, where before there had been activity but not clarity.   Leadership could see the economics of growth decisions before committing to them. The financial conversations at board level shifted from reporting what happened to understanding what it meant and what to do next. "We went from growing with constant financial pressure to having real control over cash, margins, and decision-making." #### — Carl saxton-pizzie, founder & CEO, wholegood ### The Economic Architecture engagement mapped the full economic system of the business, from production through to cash and profitability. Company: The Fresh Pasta Company Sector: Food manufacturing and wholesale Scale: £10M–£20M revenue Read more ![](https://inhand.co/hubfs/In-Hand/cross%20icon.svg) ## The Economic Architecture engagement mapped the full economic system of the business, from production through to cash and profitability. Company: The Fresh Pasta Company Sector: Food manufacturing and wholesale Scale: £10M–£20M revenue --- ## The Situation The Fresh Pasta Company had built a genuinely strong business. Real product, real distribution, real growth. But as the business scaled through manufacturing and into wider wholesale distribution, the financial complexity grew in ways that weren't fully visible in the numbers.   Growth was happening. But whether that growth was creating economic strength or quietly consuming it wasn't clear. ## The Problem The connection between operational decisions and financial outcomes had become opaque.   Inventory and production cycles were creating cash demands that didn't obviously reconcile with profitability. The relationship between revenue growth and cash generation wasn't linear in the way leadership expected. Margin visibility at the product and channel level was limited.   The business was making decisions about range, pricing, and distribution without a precise understanding of the economic consequences. ## What We Did The Economic Architecture engagement mapped the full economic system of the business, from production through to cash and profitability.   The working capital analysis traced exactly how cash moved through the manufacturing and distribution cycle: Where it was absorbed, where it was released, and what the drivers of cash conversion were. The contribution model gave clarity on margin by product and channel. The growth dynamics model showed what different scaling scenarios would actually cost the balance sheet. ## The Outcome A business that understood its own economics,  and could make decisions from that understanding with confidence rather than uncertainty. "Working with Tim helped us understand how the business actually works economically. From inventory and production through to cash and profitability. We now have much better visibility and control, and can make decisions with far more confidence as we continue to grow." #### — Mark Garcia-Oliver, Founder & CEO, The Fresh Pasta Company ### We stepped in with CFO-level leadership for the duration of the restructuring, providing the strategic input required at board level, the financial scrutiny required operationally, and the delivery discipline required to keep the transition on track. Company: Crowd2Fund Sector: Financial services / alternative lending platform Scale: Growth stage Read more ![](https://inhand.co/hubfs/In-Hand/cross%20icon.svg) ## We stepped in with CFO-level leadership for the duration of the restructuring, providing the strategic input required at board level, the financial scrutiny required operationally, and the delivery discipline required to keep the transition on track. Company: Crowd2Fund Sector: Financial services / alternative lending platform Scale: Growth stage --- ## The Situation Crowd2Fund came to InHand during a period of business restructuring. The situation required both strategic financial input and tight operational control — at the same time, under pressure.  ## The Problem The business needed to stabilise its financial position while managing a complex transition. That required someone who could operate at board level strategically and maintain rigorous financial control operationally — without the lag of a traditional finance function.  ## What We Did We stepped in with CFO-level leadership for the duration of the restructuring — providing the strategic input required at board level, the financial scrutiny required operationally, and the delivery discipline required to keep the transition on track.   This was a CFO Strategic mandate: defined, outcome-based, run to a specific brief. ## The Outcome The transition completed on track. Financial control was maintained throughout. The business emerged from the restructuring with the stability required to continue.  "Tim came in during a period of restructuring when the business needed both strategic input and tight financial control. He brought the level of scrutiny, structure and delivery required to stabilise the situation and keep the transition on track." #### — Chris Hancock, Founder, Crowd2Fund ### InHand brought structure and control to the financial processes, rebuilding the operational layer and establishing the reporting cadence and controls required to produce numbers leadership could rely on. Company: Broadway Homes Group Sector: Property and homes Scale: SME Read more ![](https://inhand.co/hubfs/In-Hand/cross%20icon.svg) ## InHand brought structure and control to the financial processes, rebuilding the operational layer and establishing the reporting cadence and controls required to produce numbers leadership could rely on. Company: Broadway Homes Group Sector: Property and homes Scale: SME --- ## The Situation Broadway Homes Group needed financial structure and control at a point when the business was growing and the finance function wasn't keeping pace. The numbers were there — the confidence in them wasn't.  ## The Problem Leadership was spending time managing around financial uncertainty rather than making decisions from financial clarity. The processes underneath weren't producing reliable, timely numbers — which meant the leadership team couldn't fully trust what they were seeing.  ## What We Did InHand brought structure and control to the financial processes — rebuilding the operational layer and establishing the reporting cadence and controls required to produce numbers leadership could rely on.  ## The Outcome A managing director who could focus on running the business rather than worrying about what was happening underneath the numbers.  "Tim and his team brought structure and control to our financial processes at a time when the business needed it most. I now have far greater confidence in the numbers and can focus on running the business, rather than worrying about what's happening underneath." #### — Piers Bingley, Managing Director, Broadway Homes Group ## What would clarity look like for your business? If the case studies above look familiar, the economic architecture sprint is where the same kind of work begins. A fixed-price, time-bounded diagnostic that produces the clarity to make every subsequent financial decision easier. [Apply for the economic architecture sprint ![](https://inhand.co/hubfs/In-Hand/arrow%20right%20icon.svg)](https://inhand.co/contact-us?hsLang=en-us) £20,000 fixed · 6–8 weeks We work with £10M–£40M consumer product brands to diagnose and redesign the financial system behind profit, cash, and growth. ## Links - [Home](https://inhand.co?hsLang=en-us) - [About](https://inhand.co/about-us?hsLang=en-us) - [Approach](https://inhand.co/approach?hsLang=en-us) - [Services](https://inhand.co/services?hsLang=en-us) - [Case Studies](https://inhand.co/case-studies) ## Legal - [Privacy Policy](https://inhand.co/privacy-policy?hsLang=en-us) - [Terms of Engagement](https://inhand.co/terms-of-engagement?hsLang=en-us) ## Contact - [+44 (0) 203 576 6470](tel:+44%20(0)%20203%20576%206470) - [enquiries@inhand.co](mailto:enquiries@inhand.co) - [LinkedIn](https://www.linkedin.com/in/inhandconsulting/) --- © 2026 InHand. All rights reserved. In Hand Advisory Ltd is a limited company registered in England and Wales. Registration number: 07846056. Registered office: 167-169 Great Portland Street, Fifth Floor, London, England, W1W 5PF ![](https://inhand.co/hubfs/143386743/In-Hand/inhand-logo.svg) ```json { "@context" : "https://schema.org", "@id" : "https://inhand.co/#organization", "@type" : "Organization", "description" : "InHand is the specialist fractional CFO and Outsourced FD for UK consumer product brands across food and drink, beauty and personal care, supplements, and home and lifestyle, spanning wholesale and D2C. InHand redesigns and governs the system where profit, stock, working capital, funding and growth work as one. 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