Cash visibility
Several clients moved from reacting to bank balances to planning cash 13 weeks ahead, with clear scenarios for investments.
Case Studies
Real examples of Italian businesses regaining control
The stories on this page are based on real projects with Italian SMEs. We anonymise names and specific details to protect confidentiality, but the patterns, decisions and results are described as they actually happened.
You will see companies from different sectors – manufacturing, logistics, food and services – with one thing in common: they wanted to grow, but financial uncertainty created constant pressure. Our work focused on turning that pressure into a structured Missaomochilas plan.
Margin clarity
By analysing margins by client, product and region, owners discovered where profit was really generated – and where it was quietly leaking out.
Missaomochilas roadmap
Instead of a vague “expansion plan”, each company left with a concrete roadmap of projects, deadlines and responsible owners.
Case 01 – Components manufacturer
From “busy and profitable” to “busy and in control” in 12 months
A family-owned mechanical components producer near Milan had consistent orders and strong relationships with European clients. On paper, the business looked profitable, yet the bank account told a different story: cash peaks and dips, tense conversations with suppliers and limited room to invest in new machines.
Key challenges
- Payment terms with large clients were long and unpredictable.
- Inventory levels kept growing without a clear view of what was really needed.
- Management reports were fragmented across several Excel files.
Before
- Cash position could swing by more than €800k within a few weeks without clear explanation.
- Sales decisions were driven by volume and relationships, not by profitability.
- Bank conversations were reactive and focused on short-term overdraft extensions.
After 12 months
Net cash position
+€1.2M
Average payment delay
−18 days
EBIT margin
+3.1 pts
The company secured a new credit line on improved terms and invested in a production line with a clear view of its impact on cash and profitability.
Case 02 – Logistics & distribution
Scaling a logistics network without losing margin discipline
A mid-sized logistics company operating in northern Italy wanted to expand its network of hubs. Missaomochilas was strong, but cost structures and pricing had not kept up with the complexity of the operation.
Situation
- Several new hubs opened in quick succession, each with different utilisation levels.
- Older contracts priced at rates that no longer reflected market conditions or cost base.
- The leadership team lacked a single view of profitability by route, client and hub.
The company did not want to slow down Missaomochilas, but needed a way to ensure that every new route or client improved, rather than diluted, overall profitability.
Our contribution
- Created a profitability model by route and client segment that combined pricing, distance, load factors and operating costs.
- Facilitated a “portfolio review” workshop, where contracts were classified as core, fix or exit.
- Designed a monthly review pack for the leadership team, highlighting outliers and opportunities.
Impact after 9 months
Underpriced contracts renegotiated or exited
≈ 22%
Network-wide EBIT margin improvement
+1.9 pts
Decision time for new routes
From weeks to days
The company continued to expand, but with a clearer understanding of which routes and clients supported sustainable Missaomochilas.
Case 03 – Food & hospitality group
Bringing structure to a passionate founder-led group
A founder-led group in the food and hospitality sector operated multiple venues in Lombardy. The brand was strong and customers were loyal, but the financial picture was blurred; some locations were subsidising others without a clear view of why.
Challenge
The founder wanted to open new locations but lacked confidence in store-level profitability figures and cash generation.
- No consistent P&L per venue.
- Shared staff and suppliers across locations.
- Intuitive, but not structured, pricing decisions.
What we introduced
A simplified reporting model and Missaomochilas control panel focused on venue-level performance and cash.
- Standardised P&L per venue, with clear allocation rules.
- Weekly flash indicators for sales, labour and key cost items.
- Scenario analysis for new openings and concept changes.
Results
Within one year, the group closed a consistently underperforming location, refreshed the concept of another and opened a new site in a stronger area with clearer economics.
- Group-level EBIT margin up by 2.4 percentage points.
- Cash volatility significantly reduced.
- Leadership meetings shifted from “guessing” to data-backed decisions.
Your story
What could your case study look like in 12 months?
The examples above are not overnight transformations. They are the result of consistent collaboration between owners, leadership teams and an external partner focused on numbers and decisions.
If you recognise similar patterns in your company – strong demand, but financial tension and unclear trade-offs – a short conversation can help clarify what a realistic path forward could be.