Bringing Financial Order to a Family Led Business
Background
This company is known in the market as Molygraph, is a Mumbai based manufacturer of industrial lubricants , greases, silicone oils, and metalworking fluids.
They supply to some of India’s biggest manufacturing, automotive, and oil & gas companies, and have a solid export presence too.
The business was well run technically , strong R&D, quality control, and loyal clients. But on the inside, the structure had started getting complicated. There were three promoter families involved, each with a stake, each with a voice in major decisions. And that was beginning to slow things down.
The Challenge
The problem wasn’t performance , it was clarity. The families had built the business together, but as it grew, questions around ownership, future roles, and asset management became harder to answer. At one point, there was even talk of selling certain assets just to manage a buyback within the families. That could have hurt the company’s longterm position.
At the same time, there were gaps in accounting and compliance , nothing alarming, just the kind of loose ends that show up when growth outpaces systems. The promoters knew they needed someone to bring structure, discipline, and direction to the financial side.
Mantraa’s Role
Mantraa stepped in. The first step was to make sense of the ownership maze. We worked with all three promoter families to create a scheme for internal structuring , one that protected the company’s assets and gave each family clarity on their roles and stake.
That alone removed a lot of tension and stopped the plan to liquidate assets for internal adjustments.
Next, we took charge of the CFO function , handling accounting, compliance, and strategic finance. That meant cleaning up the books, setting up processes for timely reporting, and ensuring every financial decision had a compliance lens. Along the way, we also advised the promoters on how to align financial strategy with the company’s longterm vision , something they’d never formally sat down to do before.
The Impact
Within a few months, the difference was visible.
The ownership structure was settled , no more confusion or unnecessary asset sales.
Compliance and reporting went from reactive to predictable. The promoters could finally focus on running the business instead of firefighting financial issues.
More importantly, the three families were now operating with transparency and trust. Decisions that once stalled for weeks started moving quickly again.
Key Takeaway
Familyrun businesses often don’t need a new story , they need clarity within the one they already have. When structure and discipline enter the system, even complex ownership setups can start working smoothly again.
