Business Consulting for Industrial Companies
Strategic and operational consulting for manufacturers, contractors, and industry leaders.
Industrial businesses face challenges that generic business consultants aren't equipped to handle - supply chain pressure, production cost management, complex workforce structures, and B2B sales cycles. Alexander Slutsker brings strategic and operational consulting adapted to the realities of manufacturing, construction, logistics, and industrial services in Israel.
What Clients Say
Real people, real results
Arty McLabin
GameReady
International Game Development College
Anna
Cosmetician
After finishing my cosmetology course I had no idea how to open a business. Since I reached out to Mobius, everything changed. We built an organized plan with clear steps. Today I see results and grow every single month.
Mark
Massage Therapist
When I finished my massage course I imagined a different world. The field was harder than expected. When I came to Mobius, something changed. We built a business plan together. Without Mobius I probably would have given up. Today I believe in myself.
Dan Manto
Eclipse Capital
Real Estate Investments, USA
Arty McLabin
GameReady
International Game Development College
Anna
Cosmetician
After finishing my cosmetology course I had no idea how to open a business. Since I reached out to Mobius, everything changed. We built an organized plan with clear steps. Today I see results and grow every single month.
Mark
Massage Therapist
When I finished my massage course I imagined a different world. The field was harder than expected. When I came to Mobius, something changed. We built a business plan together. Without Mobius I probably would have given up. Today I believe in myself.
Dan Manto
Eclipse Capital
Real Estate Investments, USA
Arty McLabin
GameReady
International Game Development College
Anna
Cosmetician
After finishing my cosmetology course I had no idea how to open a business. Since I reached out to Mobius, everything changed. We built an organized plan with clear steps. Today I see results and grow every single month.
The Challenges Industrial Businesses Face
Margins are shrinking under material cost increases but I can't simply raise prices for existing clients.
My production processes have inefficiencies I know exist, but I haven't had time to fix them.
I rely on a few large clients - if one leaves, the business is in trouble.
I need to grow but don't know whether to invest in capacity, people, or new markets.
What's Included?
Operational Efficiency Analysis
Map your production and operational processes, identify waste, bottlenecks, and hidden costs, and build a prioritized improvement plan.
Pricing & Margin Management
Review your cost structure, recalibrate pricing for profitability, and build a strategy for renegotiating contracts without losing key clients.
Client Diversification Strategy
Reduce dependency on a handful of large accounts by identifying and developing new business channels, verticals, and partnership opportunities.
Strategic Growth Planning
Whether you're planning to expand capacity, enter new markets, or prepare for sale - build a strategic roadmap based on your real numbers and resources.
Who Is This For?
Frequently asked questions
Margins are shrinking because materials got expensive. What can we do?
Material cost shocks rarely have a single answer, they have a stack. We work through five levers in order: pricing, where most industrial sellers underestimate how much price they can hold with the right framing and timing, product mix, where unprofitable SKUs quietly subsidise low-margin work, supplier terms, including alternate sources and volume commitments, internal waste, where small process changes recover real money, and contract structure, where pass-through clauses and indexation can absorb future shocks. Most clients recover the lost margin from a combination of three or four of these, not from one heroic move.
Can you help with production bottlenecks, not only finance?
Yes, and the two are usually linked. A bottleneck on the floor shows up as missed delivery dates and excess inventory before it shows up in the financial report. We walk the line, observe the actual flow, identify where work waits, where rework happens, where machines or people sit idle, and where information delays cause more pain than capacity does. Most industrial bottlenecks are not about adding capacity, they are about removing waiting time, smoothing batch sizes, or fixing handoffs between shifts. We pick one bottleneck, fix it visibly, then move to the next, instead of attempting a full plant redesign.
How do we raise prices for existing B2B clients?
Carefully, and with structure. We start by segmenting clients by margin contribution and strategic importance, then design a sequenced approach. Top clients hear from the owner with a clear reason, usually input cost movement, often combined with a small added value such as faster delivery or better terms. Mid-tier clients receive a written notice with a fair lead time. Bottom clients, often the loudest and least profitable, are given the new price and allowed to leave if needed. The script matters: own the change, do not apologise, do not over-explain. Most price increases land successfully when they are framed as a decision, not a request.