Growth Strategy for a Glasgow Bakery
Growth and unit-economics advisory for an owner-operated wholesale bakery. Proof that the methodology transfers.
The challenge
An owner-operated wholesale bakery in Glasgow, run by people who are excellent at baking and stretched thin on everything behind it: pricing, margins, order flow, and the question of which growth options were actually worth taking.
What I did
I mapped the operation the way I map an assessment methodology: where the hours go, which decisions get remade from scratch every week, and what each product actually costs to make. From that came a unit-economics model that prices every line against its true cost, and a growth plan sequenced around what the ovens and the people can genuinely deliver, including accreditation and new revenue lines chosen on the numbers, not on hope.
What changed
The model gets used every week. So does the oven. Decisions that used to be gut calls at 5am (what to make, what to charge, what to drop) now have numbers behind them.
If it works on a bakery’s morning run, it works on your assessment methodology. That’s why this one is here.