Beautyandhealthco works with owner-managed operating companies in Singapore. The notes below describe the economics we usually meet, the metrics we build first, the files we ask for, and the cadence that fits the close. They are sector patterns. They are not a promise that every engagement looks the same.
Retail and F&B groups
Outlet groups live or die on contribution per site, labour hours against sales, and inventory that turns before it spoils or dates. Rent and labour are large, relatively fixed within a roster, and easy to mis-allocate if the pack only shows a group P&L. Cash is tight around payroll, landlord payments and supplier runs that do not match daily takings.
We usually build outlet contribution, labour cost per hour or per cover, inventory days, and a 13-week cash view before any other page. Like-for-like sales are added only when the store set is stable enough to define. Data sources are the POS or outlet system, the ledger, payroll, and landlord schedules. Channel or delivery-platform fees need their own line on the cost map.
Reporting rhythm is a monthly pack on T+4 with a weekly cash refresh. Intra-month sales tiles can sit on the dashboard as unaudited figures. They are not mixed into the signed pack until the ledger cut-off is complete.
E-commerce and D2C
The economic question is contribution after marketplace fees, paid acquisition, shipping, returns and payment costs. A top-line GMV figure that ignores those steps will not survive a board question. Inventory and cash are linked: a paid-media spike that fills orders can drain cash before collections or marketplace payouts land.
First metrics are net revenue, contribution by channel, returns rate, and CAC payback using the signed acquisition-cost list. We do not publish a payback figure until acquisition cost and contribution definitions are written. Data sources are the storefront or marketplace exports, the ads spend file, the 3PL or shipping file, the payments processor, and the ledger. SKU maps must join those files on a stable key.
The pack is monthly. The cash view is weekly because payout timing and inventory receipts move inside the month. Cohort views are quarterly unless the statement of work asks for a monthly cohort page.
B2B services
Utilisation, delivery margin and collections drive the economics. Revenue in the ledger can sit weeks away from time recorded in the delivery tool. If those two files are not mapped, the pack will show a profitable month that cash does not support, or the reverse.
We build utilisation, delivery margin on signed cost rates, DSO, and unbilled time with a stated cut-off. Net revenue retention is added for retainers and recurring contracts. Data sources are the time or PSA tool, the billing system, the ledger, and the payroll or contractor file. Write-offs and credits need a code so they do not silently shrink contribution.
Monthly pack on T+4 is the default. Cash is weekly if DSO is material. Pipeline tools stay out of the signed pack unless they can be reconciled to invoices. Unweighted pipeline can sit on an operational tile labelled as such.
Light manufacturing and distribution
Gross margin by SKU family, inventory days and supplier payment runs sit at the centre. A group margin that hides a few SKUs carrying the rest will not inform purchasing or pricing. Cash is driven by inventory receipts, customer terms and any import duties or freight that land in lumps.
First metrics are gross margin by family, inventory days, DSO, supplier days, and operating cash conversion. Price-to-contribution walks are added when transactional files exist. Data sources are the inventory or ERP extract, the ledger, supplier terms, and freight invoices. Standard cost versus actual cost must be defined in the register so the pack does not mix them.
The pack is monthly. Inventory and cash are reviewed weekly in the cash view. Re-baselining of standard costs is quarterly, with the change log naming the first pack that uses the new standards.
Healthcare and wellness operators
Appointment yield, practitioner utilisation and consumable cost decide whether a clinic or centre covers its rent and roster. Package sales create deferred revenue that the pack must treat consistently. Consumables can quietly erase treatment margin if they are booked to a central cost centre.
We usually build yield per chair or room, practitioner utilisation, consumable cost per treatment, and deferred-revenue movement. Contribution by site follows once those definitions are signed. Data sources are the clinic or booking system, the ledger, payroll, and supplier invoices for consumables. Insurance or corporate billing files, where present, need a separate map so they do not inflate cash collections.
Monthly pack on T+4. Cash weekly where packages are prepaid or where payout from insurers lags. Intra-month booking tiles stay labelled as operational until they hit the ledger.
Property and facilities services
Contract margin, mobilisation cash and retention balances dominate. A job can look profitable on invoices while mobilisation spend and retentions sit on the balance sheet. Multi-site contracts need a grain that matches how the work is delivered, not how the legal entity is drawn.
First metrics are contract margin, mobilisation cash outflow, retention ageing, DSO and site contribution. Forecasts use mobilisation calendars and stated retention release dates. Data sources are the job-cost or contract file, the ledger, timesheets, and the client payment schedule. Variations must have a code so they do not appear as unexplained margin.
Monthly pack. Cash weekly during mobilisation. Quarterly re-base of remaining-work estimates, with the assumption sheet listing what changed.
Sectors outside our remit
We do not take regulated fund management, insurance underwriting, or personal wealth mandates. Those activities require licences, product rules and client-money controls that sit outside a management-reporting engagement. Our method is built for operating companies that sell goods or services, hold working capital, and close a monthly pack. If a group contains a licensed activity beside an operating company, we will only scope the operating company, and only where data can be ring-fenced. We will say no at briefing rather than stretch the framework.