The Challenge

Kasa Del Doces is a thriving specialty retailer. They sell sweets, party supplies, and decorations to customers planning celebrations. The business has loyal customers, a solid product mix, and consistent foot traffic. On the surface, things looked good.

However, beneath that surface lay a critical problem: nobody really knew if the business was actually profitable.

Financial data was scattered across multiple spreadsheets, bank statements, and handwritten notes. Sales came in through different channels—cash, card, online—but there was no unified view of what was actually being sold or at what margin. Purchases were recorded, but without clear dates of when they were paid or when they should be recognized. Costs were lumped into generic categories. The team couldn't answer basic questions: What's our real margin? Which products are actually profitable? How much cash do we need to keep the lights on?

"We had numbers everywhere," one team member explained, "but no single source of truth. Every month felt like we were starting from scratch, trying to piece together what actually happened."

This lack of visibility created real problems. Decisions were reactive, not strategic. The team couldn't confidently plan for growth, negotiate with suppliers, or even understand whether a promotion was actually working. Worse, when it came time to discuss the business's future—whether to expand, bring in a partner, or explore a sale—there was no reliable financial foundation to build those conversations on.

The business was growing, but growth without visibility is risky. Kasa Del Doces needed to transform how they managed their finances.

The Solution

The team at Kasa Del Doces made a deliberate choice: they would build a financial management system from the ground up. They brought in Berry, a financial consulting partner, to help structure their approach.

The strategy was straightforward but comprehensive. First, they would create a proper income statement (DRE—Demonstração de Resultados do Exercício) that tracked not just sales and costs, but also the dates when payments were due and when they were actually made. This simple addition—adding payment dates—transformed the DRE from a backward-looking report into a forward-looking cash flow tool.

Second, they would implement a monthly financial planning rhythm. Every month, the team would compare what actually happened against what they'd projected. They'd look at contribution margin, operating expenses, and cash position. This created accountability and made it possible to spot problems early.

Third, they would tighten cost discipline. During slower months, instead of buying inventory at the same pace, they'd adjust purchases to match demand. This wasn't about cutting corners—it was about being smart with cash and protecting margin when sales dipped.

"The biggest shift was moving from 'we hope things are working' to 'we know exactly what's working,'" a team member shared. "Once we had the data, decisions became obvious."

The implementation required commitment from everyone. The accounting team had to standardize how transactions were classified. The operations team had to provide accurate data on purchases and sales. The leadership team had to review numbers monthly and act on what they learned. There was no room for shortcuts.

What made this work was a collaborative approach. Berry didn't just hand over a spreadsheet and disappear. They worked side-by-side with the Kasa Del Doces team, teaching them how to read the numbers, interpret margins, and use data to make decisions. The goal was to build capability within the company, not create dependency.

The Transformation

The results came faster than expected.

Within the first month of disciplined financial management, the team achieved a contribution margin of approximately 38%—even during a slower sales period. Operating profit turned positive. The cash position stabilized. These weren't small wins; they were proof that the system worked.

But the real transformation went deeper than the numbers.

For the first time, the team could see exactly where money was coming from and where it was going. They could identify which products drove the most profit. They could forecast cash needs with confidence. They could have real conversations about growth—not based on gut feel, but on data.

The monthly planning rhythm became the heartbeat of the business. Every month brought a new cycle: plan, execute, review, adjust. This created a culture of continuous improvement. When a promotion didn't work as expected, they could see it immediately and pivot. When a supplier offered a discount for early payment, they could calculate the impact and make an informed decision.

"Now we're not just running the business," one leader reflected. "We're actually managing it. We understand our numbers. We can make decisions with confidence."

The financial clarity also opened new doors. With reliable data, the team could explore strategic options—whether that meant planning for growth, negotiating with partners, or evaluating other opportunities. The business was no longer a black box. It was a knowable, manageable asset.

Looking ahead, Kasa Del Doces is positioned for the next phase of growth. They have the financial discipline to scale. They have the data to make smart decisions. They have the confidence that comes from knowing exactly where they stand.

The lesson is simple but powerful: financial clarity isn't just about accounting. It's about unlocking the potential that was always there. For Kasa Del Doces, that clarity transformed how they run their business—and what they believe is possible next.