The Challenge

Boniatti Speciale is a specialty retailer with a strong reputation for quality products and customer service. The company operates with a dedicated team and a clear vision for growth. However, beneath the surface, the business was struggling with fundamental operational and financial challenges that were quietly limiting its potential.

The core issue was fragmentation. Financial data lived in multiple places—spreadsheets, system reports, and informal conversations. There was no single source of truth for margins, inventory levels, or cash flow. Purchasing decisions were reactive rather than strategic. The butcher department, a critical revenue driver, operated without clear controls or performance tracking. Promotions were launched without rigorous planning or ROI analysis. And perhaps most critically, leadership lacked visibility into what was actually driving profitability.

"We didn't have a clear picture of our financial health," one key stakeholder reflected. "We knew we were busy, but we didn't know if we were making money or losing it."

This lack of clarity created a cascade of problems. Inventory sat idle while critical items ran out of stock. Margins eroded without anyone noticing until it was too late. Cash flow became unpredictable. The team worked hard, but their efforts weren't coordinated by data or strategy—they were driven by daily firefighting.

The company needed more than incremental improvements. It needed a fundamental shift in how it operated: from intuition-based management to data-driven decision-making. From scattered processes to integrated systems. From reactive to proactive.

The Solution

Boniatti Speciale's leadership made a decisive choice: partner with Berry Consultoria to redesign the business from the ground up. This wasn't about quick fixes. It was about building the operational and financial infrastructure needed to scale.

The transformation began with financial clarity. Berry helped establish a structured reporting system that tracked margins, cash flow, and profitability in real time. Costs were reclassified to reflect reality—separating packaging from merchandise, distinguishing between fixed and variable expenses. Suddenly, leadership could see exactly where money was coming from and where it was going.

"The clarity we gained was transformational," a team member noted. "We could finally see the real picture and make decisions based on facts, not guesses."

Next came operational discipline. The butcher department—a major profit center—was restructured with dedicated leadership, standardized processes, and daily controls. Inventory audits became routine. Stock reconciliation happened weekly. Losses that had been invisible became visible, and then manageable.

Merchandising and promotions were reimagined. Instead of launching campaigns randomly, the team developed a strategic calendar. Promotions were tested, measured, and refined. The company learned which products drove traffic, which built loyalty, and which simply eroded margins. Pricing strategies shifted from uniform markups to category-specific optimization.

The team embraced this new approach with full commitment. Weekly governance meetings became the heartbeat of the operation. Leaders reviewed metrics, aligned on priorities, and held each other accountable. There was no room for ambiguity—everyone knew what success looked like and how to measure it.

"The discipline was challenging at first," one manager admitted. "But once we saw the results, everyone understood why it mattered. We weren't just working harder—we were working smarter."

The Transformation

The results came quickly and compounded over time.

Revenue grew significantly. Weekend promotions that had generated modest sales suddenly drove substantial traffic and ticket growth. The butcher department, once a source of concern, became a growth engine—increasing its contribution to overall sales by multiple percentage points. Monthly sales climbed, with some periods showing growth of 20% or more compared to the previous year.

But revenue alone wasn't the story. Margins improved as the team learned to balance volume with profitability. Inventory turned faster. Cash flow became predictable. The company moved from a state of constant financial anxiety to one of stability and confidence.

Operationally, the transformation was equally profound. Losses that had been hemorrhaging the business were identified and stopped. Controls that had been informal became systematic. The team developed a shared language around performance and accountability. Meetings that had once been scattered conversations became focused, data-driven discussions.

Perhaps most importantly, the company built the capability to grow. With clear financial visibility, disciplined operations, and a strategic approach to merchandising and promotions, Boniatti Speciale could now pursue expansion with confidence. The leadership team had a roadmap. They understood their unit economics. They knew what worked and why.

"We went from managing by crisis to managing by strategy," a senior leader reflected. "That shift changes everything. It means we can grow without losing control. We can take calculated risks instead of hoping things work out."

The journey isn't finished. The company continues to refine its processes, test new approaches, and push for improvement. But the foundation is solid. The systems are in place. The team is aligned. And the path forward is clear.

For Boniatti Speciale, the partnership with Berry Consultoria wasn't just about solving immediate problems. It was about building a business that could sustain growth, adapt to change, and compete effectively in a dynamic market. That transformation is already underway—and the best is yet to come.