Business Consulting for Industrial Companies
Margins, production flow and customers, for factories, contractors and industrial businesses.
Business consulting for industrial companies is work with owners of factories, contracting firms and industrial service businesses on three things that decide profit in industry: the price you manage to hold, the way work flows across the floor, and how much you depend on a few large customers. We start from your real cost data and go where the numbers point.
+972 055-248-6151. Better on WhatsApp: I am in meetings most of the day and answer as soon as I am free. Other ways to reach me
We can talk in English, Hebrew or Russian.
Does This Sound Familiar?
Materials got more expensive, my margins are shrinking, and I can't just raise prices for existing customers.
I know there is waste on the production floor, but I never have time to stop and deal with it.
Two or three large customers carry the business, and if one of them leaves, the business is in trouble.
I need to grow, and I'm not sure whether to invest in machines, in people or in a new market.
Sound familiar? The first conversation is free.
Book a Free CallWhat Clients Say
From different fields, at different stages of business
Dan Manto
Eclipse Capital
Real Estate Investment and Finance, USA
Arty McLabin
GameReady
Game Development Education and Outsourcing, International
Anna
Beautician
After I finished a cosmetology course at a leading company, I was confused. I didn't know how to open a business, what to sell from home, or how to bring in clients. Since I reached out to Mobius, everything has changed. We built an organized plan with clear steps and no unnecessary risks. Today I see results, and I'm growing and developing every month.
Mark
Massage therapist, Gan Yavne
When I finished a massage course, I imagined a different world. I found out it's a hard field, and financial stability isn't easy to find. When I came to Mobius, something changed. We started an organized process and built a business plan. Without Mobius? I probably would have given up. Today I believe in myself and in my own path.
What you get
Knowing where the profit really comes from
You see which products, customers and terms make money and which quietly lose it, so the next decision starts from the numbers.
Changes the floor can live with
Changes come one at a time, where everyone can see them, so the plant keeps delivering while the work improves.
Moves that fit together
In industry a change in price, suppliers or the floor moves everything else, so each move is weighed against the others before you make it.
Along the way you get the supporting and guiding materials the work needs, with clear instructions.
Simplified illustration
Where the margin really comes from
A few products carry most of the margin
Product A
Product B
Product C
The rest: little margin each, and once every cost is counted some may lose money
Product D
Product E
Product F
Product G
Product H
The products of one example factory, ordered by the margin each one brings. Three of the eight carry most of it, and the long tail below brings little, even though it takes time on the floor too.
Simplified. The real work counts the full cost of each product and each customer, not only the materials, walks the floor to see what each product really takes, and weighs price, product mix, supplier terms and contract terms together before any change.
mobiusbiz.co.il
I have worked with
- Google for Startups
- House of Business, Sderot Municipality
- Microsoft Reactor
- GameReady
- Eclipse Capital
- SderoTech
- IUCEL
- Resilience & Health Innovation Hub
- International Resilience Institute of Sderot
- Google for Startups
- House of Business, Sderot Municipality
- Microsoft Reactor
- GameReady
- Eclipse Capital
- SderoTech
- IUCEL
- Resilience & Health Innovation Hub
- International Resilience Institute of Sderot
What the work can include
You do not need all of it. In the first conversation we choose together the parts your business needs.
- I walk through the floor and the costs with you, and we end with a ranked list of where money leaks.
- I work with you on depending less on two or three large customers, through new sales channels, customer types or partnerships.
- I build with you prices on the real cost of each product, prices you can stand behind, and prepare with you the talk with your existing business customers.
- I find the bottleneck on the floor and the waste around it, and we deal with it one at a time, without redesigning the whole plant.
- I look at where the product mix, supplier terms and contract terms eat the margin.
- I check with you the growth decisions, machines, people or a new market, against your real numbers and resources before you commit.
- I work with factories, workshops, contractors and industrial service businesses.
- In a family business in industry, I help prepare the next generation to take over. Family businesses and succession
How the work goes
A free first conversation
We talk, see whether my work fits what your business needs, and I suggest the kind of work that suits you.
A walk through the floor and the costs
I see how work really flows along the line, and go through the cost structure, the price list and the customer list with you.
Choosing what to fix first
Together we rank the leaks (price, product mix, supplier terms, waste on the floor, contract terms) and decide where to start and who takes each move.
The ongoing work
We meet as often as the business needs. Between meetings you can send me a short question on WhatsApp, and I reply as soon as I can.
Want to see how these steps would look for you? That is what the first conversation is for.
Book a Free Call9+ years of experience in business consulting
Speaking at Microsoft
Meeting with international teams, as part of work with a startup
Teenovation, Meital centre Sderot
Entrepreneurs session, Sderot
Who does what
What I do
- Look at the numbers and the floor with an outside eye
- Find where margin leaks and rank what to fix
- Prepare the price conversations and the growth decisions with you
What you do
- Open the cost data, the price list and the floor
- Make the decisions, they stay yours
- Carry the changes through with your team and your customers
Your accountant keeps the books and the reports, and this work uses those numbers to decide.
What to bring to the first conversation
Bring what you already have, even if it is incomplete. We can start without it too.
- Cost data per product or job, even rough figures
- Your current price list
- Your largest customers, and roughly what share of revenue each one brings
Whatever you show me about your business stays between the two of us, exactly as it does for every other client of mine.
Who it fits
- A factory or workshop whose margins shrank as materials got more expensive.
- A contractor or industrial service business that depends on a few large customers.
- A family business in industry that wants to grow and is not sure where to put the money.
- A printing business or a distributor whose price is squeezed between supplier costs and what large customers will pay.
When is it better to start elsewhere?
If the production line is still a plan and the business is not running yet.
In that case, start here: Business Plan: Building and Writing
And the paperwork, for anyone who wants to see that too.
Certificate of appreciation, Sderot municipality
Certificate of honor, Teenovation 2026
Directors and officeholders course, SRI Campus
Acceleration program, MaofTech South
Business consultants course
Adaptive project management, INT college
You work directly with me, and I stay your point of contact throughout the work.
- How does it start?
- With a free first conversation of 15 to 30 minutes, by phone or by video. In it we name the problem and shape the work around it. It is not where the answer is handed over. The answer comes out of the work that follows.
- How long before I see results?
- Not from the first meeting, and not from the first few. First we have to understand where the business really stands, so the effort goes only where it works and nothing that already works gets broken. When measurable, steady results come depends on the business and on the pace of the work. After a first conversation I can tell you what to expect in your field.
- How much of my time will it take?
- A meeting of about an hour, as often as the business needs, and a little more at the start while I learn the business. The rest is carrying out the plan, and that is work you would be doing in your business anyway, not time spent in meetings.
- Do my books have to be in order first?
- No. Paperwork is an important tool, but it is not a condition for starting. We begin from where things stand today and put the papers in order along the way, so the work never waits for them.
- What kinds of businesses do you work with?
- I have worked with self-employed professionals, small businesses and startups, in beauty and wellness, the trades, food, retail, manufacturing, education, hi-tech and real estate investment, in Israel and abroad. Your trade matters less than your stage. A bakery and a software company at the same stage are usually stuck on the same thing.
Frequently asked questions
Margins are shrinking because materials got more expensive. What can be done?
There is rarely one answer, there is a combination. I go through five levers in order. Price: there is sometimes more room on price than it seems, with a clear reason and the right timing. Product mix: profitable lines sometimes quietly carry work that loses money. Supplier terms, including other suppliers and volume commitments. Waste on the floor, where even small process changes can bring money back. And contract terms: clauses that pass a cost increase on or tie the price to an index can absorb the next shock. The work is finding the combination that fits your business, not looking for one big move.
Can you help with production bottlenecks, not only with finance?
Yes, and the two are usually linked. A bottleneck on the floor shows up as late deliveries and excess stock before it reaches the financial report. I walk the line and watch the real flow: where work waits, where it gets done twice, where machines or people stand idle, and where late information hurts more than missing capacity. Most bottlenecks are not solved by adding capacity. They are solved by cutting waiting time, evening out batch sizes or fixing the handover between shifts. We take one bottleneck, fix it where everyone can see it, and move to the next.
How do I raise prices for existing business customers?
Carefully, and in order. First we sort customers by how much margin each one brings and how important each one is to the business. Your key customers hear it from you personally, with a clear reason, usually the rise in input costs, often together with something small of value such as faster delivery or better terms. Other customers get written notice with fair time to prepare. A customer whose work does not cover its cost gets the new price like everyone else, and if they choose to move on, that can be right for both sides. How you say it matters: own the decision, do not apologise, do not over explain. A price increase is received better as a decision than as a request.
How is this different from operations consulting?
Operations consulting works on the recurring processes of any business, one process at a time. Here I look at the whole industrial business together: prices, margins, the floor, suppliers and customers, because in industry a change in one of them moves all the others.
Ours is a family business and the next generation is coming up. Is that part of this?
It comes up often in family businesses in industry. Handing the business to the next generation, the transfer of assets, the limits to plan around, training whoever takes over and setting things up so the business stays safe, is work I do as board advisory. The two can run side by side.
Related services
- Operations Consulting and Building Work ProceduresWhen the question is one recurring process, not the whole business.
- Financial Consulting for BusinessesWhen the question starts with cash, not with the floor.
- Board Advisory ServicesWhen the question is handing the business to the next generation.
New to consulting? Start with the map of what business consultants do
Ready to Get Started?
Book a Free Call+972 055-248-6151. Other ways to reach me
We can talk in English, Hebrew or Russian.