Industries
A hydropower developer and a hotel group do not look alike, but both need to know what their capital costs, where their margin comes from, and whether the numbers in front of them can be trusted. These are the sectors we work in.
New to working with a consulting firm? Management consulting in Nepal: what it covers, industry by industry
The question it turns on
Margin here is decided before a single sale is made, in landed cost.
Customs duty, freight, LC charges and the exchange rate on the day of payment all sit inside cost of goods, and most businesses price off invoice value instead. Add inventory financed on supplier credit and the result is familiar: profitable on paper, permanently short of cash. The work is usually product-level costing, then pricing and working capital built on top of it.
The question it turns on
Capacity is the constraint and it cannot be stored.
An empty room or an idle table is revenue that never existed, so the question is not cost per unit but contribution per available unit, and how it moves across a season. Payroll is largely fixed against demand that is not. Most of the work is understanding which segments, channels and periods actually carry the fixed base, and what happens to cash in the months they do not.
The question it turns on
Two sets of numbers have to hold at once: the NFRS position and the regulator's.
For banks and financial institutions the carve-out on loan impairment means provisioning is the higher of the NRB norm and the expected credit loss figure, so the accounting answer and the regulatory answer are not the same number. Capital adequacy, classification and disclosure follow from there. This is technical reporting work, and it is where precision matters most.
The question it turns on
Long horizons, heavy capital and returns that depend on assumptions nobody can verify for years.
Hydropower is the clearest case: a construction period funded by debt, a tariff fixed in advance, and hydrology that determines whether the model holds. The work is the model itself, and the honest range around it, including debt service coverage under the cases the lender is going to ask about rather than only the base case.
The question it turns on
Revenue that is recognised over time rather than on delivery, costs that are almost entirely people, and often a foreign parent or customer that brings transfer pricing and repatriation into scope.
For subsidiaries and outsourcing operations, the recurring issues are intercompany pricing that can be defended, and the reporting package the parent needs on its own basis. Growth is rarely the problem. Proving margin on each contract usually is.
Is your sector not listed?
Sector knowledge matters, but the underlying work (costing, forecasting, reporting, tax) travels. Tell us what the business does and we will say plainly whether we are the right people for it.
