Client
Founded in 1987, FINE was among the first companies to establish an international jewellery unit in SEEPZ, Mumbai. As a leading diamond jewellery manufacturer, FINE blends innovation with craftsmanship to supply some of the largest global brands while meeting specific customer needs. The company’s success is rooted in a commitment to creativity, quality, and long-standing customer relationships, all while staying at the forefront of technology and design.
Fine Jewellery exports more than served more than 300000 jewellery pieces each year, is a preferred vendor to some of the biggest brands across UK & Europe and has grown 2x in the last 3 years.
Website: https://fine-jewellery.com/
The directors, Viral Kothari, Sohil Kothari, and Abhik Kothari, observed that the managerial team and key stakeholders were deeply involved in daily operations, leaving strategic and developmental projects inadequately executed. These projects were important for the company’s growth and the directors aimed to ensure that all strategic projects fulfilled their purpose and contributed to organizational goals.
January 2024 – December 2024
How we helped a thriving Jewellery Manufacturing & Export Business manage and drive their Strategic Initiatives
Discussions with team heads revealed that the expectations from strategic projects were unclear, initiatives lacked detailed action plans, and dependencies on other teams were not explicitly identified. Furthermore, the review structure for monthly strategic meetings lacked clarity, leading to inconsistent progress tracking.
We grouped the issues into three categories: clarity of expectations, detailed initiative planning, and communication gaps. To address these, we implemented a project structure that required weekly reviews by project owners to ensure timely checks and follow-ups.
We began by facilitating interactions between the leadership team and stakeholders to define clear expectations for each initiative. Subsequently, detailed action plans were created with weekly timelines, dependencies, and cross-functional support needs explicitly outlined. We revamped the structure of monthly review meetings to focus on action plan updates, ensuring progress visibility and accountability.
Of the 10 strategic initiatives planned for the year, 7 short-term projects were successfully completed, and 3 longer-term projects met their milestones and timelines. Additionally, 2 new initiatives were added mid-year. The structured approach to managing strategic initiatives has provided a repeatable framework for planning, tracking, and executing key projects, ensuring organizational efficiency and alignment.
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