BEVERAGE & SPIRITS BUSINESS ADVISORY
Build a More Profitable Beverage & Spirits Business.
Financial and operational advisory for beverage, alcohol, spirits, and drink brands looking to improve margins, strengthen cash flow, and scale profitably.
From ingredient and packaging costs to distributor terms, inventory, trade spend, and production economics, we identify where profitability is being lost and develop practical strategies to recover it.
Serving growth-focused businesses with $1M–$20M in annual revenue.
THE CHALLENGE
Growth Can Hide the Real Cost of Doing Business.
For beverage and spirits companies, increased sales can create increased complexity without creating proportional profit. Production costs, packaging, distributor economics, inventory requirements, and payment cycles can quietly erode margin.
Common Pressure
- Rising ingredient and packaging costs
- Co-packer and production inefficiencies
- Distributor deductions and trade spend
- Excess inventory and cash tied up in stock
- Extended retail and distributor payment cycles
- Pricing that no longer reflects current COGS
THE PSA APPROACH
From Operational Complexity to Financial Clarity.
THE PROBLEM
- Rising ingredient, packaging, and production costs
- Cash tied up in inventory
- Distributor and retail margin erosion
- Pricing disconnected from current costs
- Co-packer minimums and inefficient production
OUR SOLUTION
- Analyze COGS at the SKU and production level to identify cost leakage and savings opportunities.
- Reevaluate inventory requirements, purchasing cycles, and supplier terms to improve working capital.
- Analyze channel economics, deductions, trade spend, and contribution margin.
- Reassess pricing against true COGS and target contribution margins.
- Evaluate production economics and identify opportunities to improve batching and manufacturing efficiency.
WHAT WE OPTIMIZE
Five Areas That Drive Profitability
- COGS( Supplier costs, ingredients, packaging, production, and SKU-level economics)
- OVERHEAD (Operating expenses and cost structures that may be reducing contribution margin)
- WORKING CAPITAL (Inventory, supplier terms, distributor collections, and cash conversion)
- PRICING (SKU, channel, customer, and distribution-level profitability)
- GROWTH ECONOMICS (The financial impact of distribution expansion, volume growth, and scaling operations)
