D’Oculus experienced stagnant revenue growth primarily due to an overreliance on direct customers, which limited their reach beyond a its current customer base. Additionally, business development efforts were hampered by the Managing Director shouldering the bulk of operational duties, leaving little time for strategic planning or long-term vision. The lack of clearly defined standard operating procedures (SOPs) across departments further contributed to inefficiencies, affecting both service quality and the company’s ability to scale operations effectively.

Sales Channel Diversification

• New sales channels were explored beyond direct customers with recommendations made to enter new market segments.
• Relationships were strengthened with Interior Designers and Architects.
• Revenue streams were diversified through multiple operational sales channels.

Leadership Structure Enhancement

• Introduction of a General Manager role was recommended.
• Leadership development programs were conducted to strengthen second-tier management.

Operational Optimisation

• SOPs were developed and implemented across departments to standardise operations and improved service delivery consistency.

Cost Optimisation Initiatives

• Measures included supply chain optimisation and operational efficiency improvements.
• Offshore manufacturing options were considered to achieve a more sustainable cost structure.

• Projected revenue growth of 20% by the end of 2025, with an additional 30% in 2026.

• Targeted profit growth of 30% by the end of 2025, followed by a further 25% in 2026.