+110%
Reported increase in monthly net profit
Anonymized client case · Food delivery · 16 branches · 116 employees
Delivery Network: Rebuilding the Operating Model
A delivery business depended heavily on the founder while service issues, turnover and unclear management roles limited control.
Reported project indicators
Scope and outcomes in context.
16
Branches
116
Employees
3.5 months
Engagement duration
The challenge
Looking beyond the initial request.
The company operated across three regions. Branch administrators handled inbound calls, HR was underdeveloped, and incentives did not consistently reflect quality, service speed or operational economics.
This case is anonymized and describes a specific engagement, including its original operating context. It should not be interpreted as a guarantee of similar results in another organization.
Work undertaken
How the team approached the challenge.
Management structure
Defined the roles of operations director, development director and executive director to reduce founder dependence.
Call center
Set up a dedicated function with four permanent and three peak-time backup operators, tracking response speed, sales and complaints.
People & rewards
Built a full-cycle HR function and redesigned incentives for kitchen staff, operators, couriers, administrators and branch managers.
Outcome
What the original project reported.
The original project reports a 110% increase in net profit in the measured month and the introduction of management roles, a call center and a more complete HR and incentive system. This was a specific project outcome, not a general performance forecast.