Diagnosis
A management audit helps an owner quickly see where the business is losing profit, customers, and the ability to execute decisions. It is not a statutory financial, accounting, tax, or legal audit. The work covers P&L, channels, operations, customer experience, products, data, and organization to separate symptoms from causes and build a prioritized action plan.
Author: Maksim Shelukhanov · Published and updated: August 25, 2026
An independent review of the management model, economics, and execution before a strategy or transformation.
The diagnosis brings financial, commercial, customer, and operating indicators into one causal model. Different functional versions become explicit: which numbers are agreed, where gaps exist, and which assumption must be tested.
Instead of dozens of symptoms, the work identifies the few constraints that determine the result. For each, the scale, loss mechanism, owner, effort, and next test are clear.
The result connects findings with initiatives, KPIs, and a plan for the first 90 days. The owner gains a basis for deciding what to fix now, what to investigate, and what not to launch.
An audit is useful when an issue already affects the business but its causes and priorities remain disputed.
Growth is supported by discounts, expensive acquisition, or operating subsidies. The business needs factual economics by channel, category, and customer scenario.
Commercial, marketing, product, and operations teams use different definitions and reports. Without a shared baseline, the team cannot choose the cause or owner of the change.
Projects compete for the same resources, but their contribution to P&L and customer outcomes cannot be compared. The diagnosis establishes common prioritization criteria.
The company is planning a strategy, digital program, or omnichannel redesign. Before investing, it is essential to test the current model, constraints, and readiness of data and the team.
The scope is built around the owner’s decision, while causes are tested across functions.
Revenue, gross and operating profit, discounts, costs, contribution of channels, categories, and initiatives, and sensitivity to key assumptions.
Retail, e-commerce, marketplaces, CRM, acquisition, repeat purchases, LTV, customer journey, and service quality.
Funnel, roadmap, availability, order fulfillment, delivery, returns, SLA, productivity, and sources of manual loss.
Metric definitions, sources, reporting quality, roles, authority, KPIs, management cadence, and the ability to carry decisions through to results.
The diagnosis is built quickly, while unknown facts remain explicitly unknown.
We define the question, expected decision, boundaries, and criteria for a useful result. Participants and available materials are identified.
P&L, sales dynamics, customer, channel, and operating metrics, current plans, and reports are reviewed. Gaps are noted explicitly.
Functional owners explain processes, constraints, and decisions. Contradictions become hypotheses that can be confirmed with data or observation.
Causes are connected with financial and customer impact. Initiatives are assessed by scale, confidence, effort, dependencies, and speed of testing.
The owner and team discuss findings, decide on key choices, assign owners, and confirm the plan for the first 90 days.
Wording separates verified facts from assumptions so the team does not mistake presentation precision for decision accuracy. The final document is used in the management cadence and preserves the rationale for every priority.
1–2 weeks · from RUB 150,000. The final price depends on business scale, number of functions, data availability, number of interviews, and modeling depth. The question, scope, and deliverable are fixed before work begins. Economic impact cannot be guaranteed before the analysis and the team’s subsequent execution of decisions.
The boundary protects the owner from false expectations and an irrelevant result.
The work does not test accounting or financial statements for compliance with mandatory standards and does not assess tax or legal matters. The result is not an auditor’s opinion.
SEO, code, information security, and a specific CMS may be considered only as dependencies of the management question; they are not standalone services on this page.
The diagnosis establishes the evidence and priorities. Strategy development, a financial model, or transformation management have a broader scope and are discussed separately.
These are results from my work inside companies, not testimonials about consulting services.
Connecting P&L, channels, CRM, mobile scenarios, and marketplaces helped increase e-commerce share from 14% to 22%+, and gross profit by +24.8%.
Diagnosis of the operating system accompanied e-commerce growth from RUB 5.6 bn to RUB 13 bn and accelerated order assembly from 4–6 hours to 30–60 minutes.
Work on availability, service, geoanalytics, and OPEX accompanied service growth of +40.8%; 12 new centers reached operating profit.
Answers about scope and the next step.
Yes. Available facts are used for the initial picture, and critical gaps enter the validation plan. Unknowns are not disguised by calculations with false precision.
An audit establishes the factual basis and causes. A strategy session helps the owner and team make decisions on prepared choices.
The team launches the 90-day plan. If needed, a growth strategy, e-commerce project, transformation, or longer-term external executive engagement is discussed separately.
Describe the scale of the business, the main problem, available metrics, and the decision that must be made. At the first meeting, we will determine whether a management audit is suitable and which scope will produce a useful result.
Contact
Roles with responsibility for P&L, growth, commercial strategy, operations and transformation.