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XTMA
Proof04 / Show the work

We don't show projects. We show what changed.

Show the before. Show the after. Show the number. Where a result has not been measured yet, the work is labelled a concept, a prototype or a pilot.

Read this first

XTMA does not publish customer results, logos or testimonials on this site yet. When it does, each one will follow the structure below, measured against a baseline agreed before the work started. Until then the honest label is the one you see on each item — and the instruments on this page run on sample data, not anyone’s business.

PrototypePilotConceptInternal systemIllustrative interface

XTMA / Business TerminalConcept instrument · interactive

A live picture of the business.

Five numbers that describe the company, and the three decisions those numbers imply today. Open a decision to see the evidence behind it.

XTMA / BUSINESS TERMINALILLUSTRATIVE
Revenue₹42.8Cr
Gross margin18.4%
Open orders₹7.2Cr
Inventory₹11.6Cr
Receivables₹4.1Cr
Today’s decisions

Concept interface with sample data. No client results are represented and no figure here describes a real company.

Information is useful. A decision is better.

System teardownThe 47-step quotation

Show the process, not the adjective.

A quotation that crosses six tools and three people before it reaches a customer. The steps are real; the company is composite.

Before6 tools
  1. WhatsApp
  2. Excel
  3. ERP
  4. PDF
  5. Email
  6. Follow-up

Six tools, three people, no record of what was promised or why.

After1 process
  1. Enquiry
  2. Structured data
  3. Pricing
  4. Margin check
  5. Quotation
  6. CRM
  7. Follow-up

One process. Every step leaves a record, and the margin is checked before the price leaves the building.

Illustrative process map. The step count and tool chain reflect patterns we have observed in manufacturing and distribution businesses; it is not a record of a specific engagement.

The standardWhat every case study will have to contain

Six sections. No exceptions.

The problem
What was costing the company money, time or control.
The baseline
What the process looked like before, measured rather than remembered.
The intervention
What XTMA actually built.
The result
What changed, against that baseline.
The system
The architecture, shown.
The economics
Hours saved, conversion, qualified enquiries, response time, error reduction, inventory or margin — whichever the baseline supports.

Numbers are never estimated, modelled or rounded up into a claim. If a result cannot be measured against the baseline, it does not get published as a result.

MeasurementThe Value Ledger

The work should show its value.

Before
A baseline agreed before changes begin.
Change
The intervention, its timing and the person responsible.
Outcome
Observed results, evidence source and attribution limits.
Economics
Fees and benefits on a like-for-like basis; no double counting.

Profit contribution, cash released and time saved are reported separately. Forecasts and sample data are never presented as achieved results.

The next step

Find the bottleneck.

  • What is happening?
  • What should be happening?
  • What is it costing you?

We’ll determine whether there is a system worth building — and tell you if there isn’t.

Start a diagnostic +jainaarjav91@gmail.com ↗