Who is behind this.

The reason Arristal exists is small and specific. Most operational dashboards report on what happened. They do not say what to do, and they rarely say what it cost. A CFO looking at one of those dashboards has to do the translation themselves — from a service level to a working capital number, from a shortage to a margin number. That translation is the work Arristal does, and it does it in twelve to twenty-eight pages a CFO can take to a board.

The methodology stands on prior work. SCOR provided the structure for thinking about supply chain processes. Operational maturity models supplied the discipline of banding capability. Financial translation — the practice of tying operational numbers to the income statement and the balance sheet — has its own literature, most useful in academic finance and in older industrial engineering. None of this was invented at Arristal. What is new is the questionnaire, the index, and the report format that puts the three together in four minutes.

The work is built by Vinay Prabhu in Pune. Sixteen years in logistics across Hapag-Lloyd, Maersk, and Borzo, with the last seven spent running revenue operations and supply chain analytics at scale. The diagnostic was first drafted as an internal tool to argue with a board about working capital, then rewritten for use outside the company that needed it. The LinkedIn profile is the easiest way to verify the background.

Contact: [email protected]. One business day response, usually faster.