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Case studies

Results you can measure.

Selected projects delivered by our experts, each set out the same way — background, problem, solution and result.

Technology 228k PLN in losses stopped

Cyber threats and weak data protection

In a single year, a manufacturing company was hit by ransomware twice and paid fraudulent invoices three times, losing PLN 228k.

Problem

  • The finance team was receiving spoofed emails that appeared to come from senior management.
  • Telling genuine messages from fake ones required analysing email headers.
  • The mail server, run by an external provider, was misconfigured.

Solution

  • We trained staff to recognise suspicious emails.
  • Together with the provider, we fixed the mail server configuration.

ResultLower risk of future incidents and financial losses.

Tax −7 pp effective tax rate

R&D carve-out confirmed by an individual tax ruling

A manufacturer (PLN 15m annual revenue) with a strong R&D department was considering moving it into a separate company, facing a high tax burden and legal uncertainty.

Problem

  • A high tax burden on R&D activities.
  • R&D tax relief was not being used effectively.
  • A risk that the tax authorities would challenge R&D expenses.
  • Uncertainty about the tax consequences of the restructuring.

Solution

  • A detailed legal and tax analysis of the restructuring.
  • An individual ruling from the Director of National Tax Information (KIS) confirming the restructuring was tax-neutral.
  • Transfer of an organised part of the enterprise (ZCP) to a new company as a contribution in kind.
  • A mechanism for claiming R&D tax relief efficiently.

ResultThe effective tax rate fell by 7 percentage points, with protection against tax risk.

Operations +5% team efficiency

Introducing Lean Management tools and culture

An energy and manufacturing company struggled with poorly rated team performance, little confidence in its results and breakdowns in team communication, all of which made management decisions harder.

Problem

  • Low team performance ratings.
  • Little certainty about the results being achieved.
  • Poor communication and unclear decision-making.

Solution

  • Shop Floor Management (SFM) areas set up around key performance indicators.
  • Problem-solving training for employees.
  • A way of working based on continuous improvement.

ResultEfficiency up by around 5% and reporting quality up by 98%.

Technology 420k PLN a year

Slow manual document processing and price monitoring

A transport and logistics company was losing time and money on manual document handling (2 hours a day on average, costing PLN 120k a year) and was monitoring competitor prices ineffectively, losing contracts worth PLN 350k a year.

Problem

  • Handling transport documents (delivery notes, goods receipts, invoices) by hand was slow and costly.
  • Without automated competitor price monitoring, the company was losing customers.
  • Manual data entry caused errors and extra costs.

Solution

  • OCR to read documents automatically, cutting processing time from 4 hours to 15 minutes a day and saving around PLN 105k a year.
  • AI-based competitor price monitoring, reducing losses by around PLN 270k a year.
  • Elimination of manual errors, cutting the cost of complaints by around PLN 45k a year.

ResultAutomation and AI saved around PLN 420k a year in total.

Tax 2.28m PLN more cash a year

Moving a manufacturer to Estonian CIT

A furniture manufacturer (a limited liability company with 150 employees and PLN 1m in monthly profit) was planning to invest, but monthly corporate income tax advances of PLN 190k were straining its cash flow.

Problem

  • The burden of monthly CIT advances (19%).
  • Tight cash flow.
  • Complex tax accounting.
  • A high effective tax rate on profits (34%).

Solution

  • A feasibility analysis for Estonian CIT, Poland's tax on distributed profits.
  • A check that the company met the formal requirements.
  • Filing the notification of election for this regime (ZAW-RD).
  • Obtaining an individual tax ruling.

ResultTax is deferred until profits are distributed, freeing up PLN 2.28m a year. The effective tax rate fell from 34% to 25%.

Operations 0.5m PLN a year

Optimising warehouse processes for a furniture manufacturer

A global manufacturer of furniture and office equipment saw warehouse performance fall as production grew, leading to overfilled storage and slow responses to orders.

Problem

  • The warehouse could not keep up with production.
  • Stock levels exceeded warehouse capacity.
  • Responses to production orders took too long.

Solution

  • A new warehouse structure with redesigned zones.
  • New, optimised picking routes.
  • End-to-end re-engineering of warehouse processes, from goods-in to dispatch.

ResultPicking productivity up 48% and warehouse throughput up 18%, delivering measurable benefits of PLN 0.5m a year.

Technology 1.6m USD a year

No clear view of stock levels and no planning tools

A department of an FMCG corporation struggled with human error, delays and poor visibility of logistics data, which led to stock problems and financial losses.

Problem

  • Warehouse, logistics and sales systems were not integrated.
  • Manual data processing caused errors and delays.
  • Analysts spent their time preparing data instead of analysing it.

Solution

  • A central platform integrating data from ERP, sales and WMS.
  • Report generation time cut by 65%.
  • More than 100 users with fast access to consistent data.

ResultSavings in analysts' time were estimated at USD 1.6m a year.

Tax Lump sum lower tax, simpler accounting

Switching a services business to lump-sum tax on recorded revenue

A sole trader (PLN 5m annual revenue, low costs) taxed under the standard progressive scale wanted to reduce a high tax burden but was unsure which lump-sum rate applied (8.5% or 12%).

Problem

  • A high tax burden under the standard rules.
  • Difficulty classifying services under the lump-sum rates.
  • Uncertainty about whether the 8.5% rate applied.
  • Conflicting interpretations from the tax authorities.

Solution

  • A detailed review of the services from a lump-sum tax perspective.
  • An application for an individual tax ruling.
  • Separate invoice lines for services taxed at different rates.
  • A revenue register broken down by tax rate.

ResultA lower tax burden and simpler accounting thanks to a more favourable tax regime.

Operations 1.2m PLN a year

Optimising warehouse processes and the supply chain for a bus manufacturer

A global bus manufacturer suffered disruption and delays on its production line because of incomplete kits, which pushed up the variable costs of its logistics operations.

Problem

  • Missing components disrupted production.
  • Delays on the production line.
  • Excessive variable operating costs.

Solution

  • A new slotting strategy (goods-in and re-engineered storage locations).
  • Reorganised put-away processes.
  • Responsibility for quality moved to the operational teams.

ResultKitting quality up 45% and variable costs down by PLN 1.2m a year.

Technology 1.73m USD saved

Outdated hardware, inefficient software and stalled decisions

A banking group was struggling to roll out a B2B2C e-commerce platform. Costs were rising, and its on-premises infrastructure was inefficient and needed an expensive upgrade.

Problem

  • Underpowered on-premises infrastructure that needed a costly upgrade.
  • Inefficient software that held back scaling and development.
  • No clear modernisation strategy (on-premises vs cloud or hybrid).

Solution

  • A hybrid (on-premises and cloud) architecture instead of an expensive upgrade — USD 1.6m one-off replaced by at most USD 180k a year.
  • Lower data centre running costs.
  • A redefined strategy and team structure, saving USD 1.73m in labour costs.

ResultA flexible, scalable solution that sped up delivery and gave the bank a future-proof IT strategy.

Tax 19% instead of 32% tax

Switching a high earner to flat-rate tax

A sole trader taxed under the standard progressive scale, with annual income above PLN 1.2m, faced a high tax burden (32% in the upper band) and unpredictable tax bills.

Problem

  • A high tax rate (32%) above the threshold.
  • Unpredictable tax liabilities.
  • Limited room to manage costs effectively.
  • A need for simpler tax settlements.

Solution

  • An analysis of whether switching to flat-rate tax would pay off.
  • Filing the election for flat-rate tax.
  • Adjusting the accounting system.
  • A cost optimisation strategy.

ResultThe tax rate fell from 32% to 19%, leaving more money for investment.

Operations 128k m² logistics centre concept

Designing a new logistics centre for a retail chain

A consumer electronics retailer was running into operational limits as sales grew. It needed more warehouse space while facing rising staff costs and a shortage of workers.

Problem

  • Growing sales required more warehouse space.
  • Rising costs and a shortage of workers.
  • Constraints on day-to-day operations.

Solution

  • A concept design for a new 128,000 m² warehouse, including equipment.
  • Integration with automated systems (conveyors, packing).
  • Flexible storage systems.

ResultA ready-to-build concept for a modern logistics centre, designed for automation and future growth.

Operations 0.3m PLN a year

Optimising a production warehouse for a paint manufacturer

A global manufacturer of paint products needed to optimise the warehouse supplying its production lines as sales grew, costs rose and staff became harder to find.

Problem

  • Growing sales required a more efficient production warehouse.
  • Rising costs and a shortage of staff.
  • Picking processes were not efficient enough.

Solution

  • Operational KPIs and Shop Floor Management with structured problem-solving.
  • Better picking routes (new layout and ABC/XYZ-based relocation).
  • A revised incentive scheme.
  • New handling equipment and better information flow in the processes.

ResultPicking efficiency up by around 40% and variable operating costs down by around PLN 0.3m a year.

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