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Change That Holds After the Consultants Leave.

Debox doesn't stop at recommending change — we own the project structure that makes it stick, with weekly accountability built in from day one.

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Consulting · Pune and Bangalore

Advik Hi-Tech

Advik wanted to know what the market paid. We began by working out what they paid — because most compensation problems are internal before they are external.
115Benchmark coverage
Full write-up · Nov 2018 – Mar 2019, Feb – Apr 2023
Consulting · Mumbai

The CAI Store

We structured The CAI Store in 2019, while it was still small enough to do properly. The company has grown close to sevenfold since. The structures were extended in 2022 and have never been replaced.
₹3.85 Cr → ₹26.2 CrAnnual revenue
Full write-up · Oct 2019 – Mar 2020, Oct 2022 – Sep 2023
Consulting · SEEPZ, Mumbai

Fine Jewellery Manufacturing

Seven completed, three hitting their milestones, and two more added mid-year once the machinery was working. Then we went back and fixed where the goals were coming from in the first place.
7 of 10Short-term initiatives completed
Full write-up · Jan – Dec 2024, Sep – Dec 2024
Consulting · Mumbai

Innofitt Systems

Innofitt already had processes. What it did not have was anyone checking whether they were being followed. We built the measurement layer across 35 roles, then spent three years making sure it was used.
30 → 30White-collar team
Full write-up · Sep 2021 – Oct 2024, Scope complete
Consulting · Mumbai

Juno’s Pizza

The company accounts showed a business losing money. They could not show why. Store-level accounts could — starting with how much cheese was going onto each pizza.
0.4% → 13%Outlet-level EBITDA
Full write-up · Mar – Nov 2018, Nine months
Consulting · Mumbai

KALKI Fashion

KALKI was growing fast on judgement and experience, with almost nothing measured. We documented every role in the business and built what it took to run it on numbers instead — then came back five years later to rebuild the store playbook for a national rollout.
75Roles documented
Full write-up · Sep 2018 – Apr 2019, Apr – May 2023
Consulting · Mumbai and Bangalore

SoCheers Infotech

A team leader can only manage what they can measure. In a creative agency, nobody could measure anything — because there was no way to compare a designer making videos with one making print.
15 → up to 90Team size a leader manages
Full write-up · From October 2019
THE CHALLENGE

Initiatives That Stall Without an Owner

  1. 01

    Organizations rarely fail from lack of vision — they fail from lack of ownership.

  2. 02

    Change initiatives start strong and fade because no one's explicitly accountable for driving them week over week.

  3. 03

    Expectations were never made concrete, and dependencies between teams were never mapped out.

OUR APPROACH

01

Diagnose

We assess where change initiatives are currently stalling — often a mix of unclear expectations, missing action plans, and communication gaps between teams.

02

Design

We build a project structure with named owners, clear milestones, and explicit team dependencies.

03

Drive

We implement weekly reviews by project owners to track progress and catch slippage early, rather than discovering it at the end of the quarter.

04

Deliver

We hand over a repeatable project-management structure your team can apply to future initiatives without us.

What We Deliver

  1. 01

    Project Ownership Consulting: hands-on project structure with named owners and a weekly review cadence

  2. 02

    Change Management Consulting: structured approach to rolling out organizational change with clear communication and accountability

  3. 03

    Explicit mapping of cross-team dependencies before they become blockers

  4. 04

    A repeatable project-tracking framework for future initiatives

Client Proof

Client

Fine Jewellery Manufacturing Limited

Weekly project ownership and review structure

At Fine Jewellery Manufacturing Limited, directors noticed that strategic and developmental projects were consistently under-executed because the managerial team was absorbed in daily operations. Discussions with team heads revealed the specific causes: unclear expectations from strategic projects, initiatives without detailed action plans, and unaddressed dependencies between teams. Debox implemented a project structure requiring weekly reviews by project owners to keep initiatives on track and catch issues early — directly addressing the accountability gap that had been stalling execution.

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Insights From the Field,
Not Theory

Perspectives shaped by real projects, real data, and real organisational challenges — written for leaders navigating growth and change.

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How Space Design Impacts Customer Experience & Sales

How Space Design Impacts Customer Experience & Sales

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How to Build a Business Plan & Financial Forecast

How to Build a Business Plan & Financial Forecast

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How to Run a Monthly Business Review Meeting

How to Run a Monthly Business Review Meeting

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