I
The Situation
NBT Curtains, a Pune-based manufacturing company, had built strong products but growth had plateaued. The owner was personally managing everything — from dealer relationships to internal operations. The team had no accountability structure. Enquiries were being lost at the price discussion stage, and the dealer channel was fragmented with active conflict between partners.
II
Root Causes
- —Owner as single point of failure; team not empowered
- —60% of enquiries lost after price discussion — no value anchoring
- —Dealer channel conflict and catalogue fragmentation
- —No ownership culture — staff treated work as a job, not a business
- —Second-line leadership gap — no one to escalate decisions to
III
Athena's Intervention
- ✦Big Four-style 15-dealer channel intelligence survey
- ✦3E Ownership System deployed across the leadership team
- ✦Price-stage sales protocol and value anchoring framework
- ✦Dealer conflict resolution and channel restructuring
- ✦Second-line leader capability-building programme
- ✦Monthly accountability reviews with measurable KPIs
IV
Results Achieved
- ✦20% revenue growth within the engagement period
- ✦Dealer channel intelligence report — first in company history
- ✦Enquiry-to-conversion rate improved significantly
- ✦Owner freed from the day-to-day decision-making bottleneck
For the first time, my team is bringing solutions to me — not just problems.
— Managing Director, NBT Curtains