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Two comparable engagements in food and beverage, both bought for the reasons this one would be. This is the only direction built from Heizen's own record rather than from Suvarna Agro Foods's, so nothing here depends on data being shared.
Heizen project, delivered Q4 FY25. Invoice automation and vendor onboarding. Packaged foods · ₹880 Cr. The closest match on the list and the one to lead with. Smaller than Suvarna but the same business, and it was bought for the two reasons this one would be: invoices arriving faster than people could key them, and onboarding slow enough that plants noticed. It is delivered, so it is the one that can be talked about in the past tense, which is worth more on a first call than a bigger name in flight. What transfers is the sequence and the timescale rather than the numbers, and it is worth saying which is which out loud before somebody in the room does it for you.
Heizen project, in flight. Larger and further along on planning than procurement. Beverages · ₹2,400 Cr. More than twice Suvarna's size and further along on planning than on procurement, which makes it the useful counter-example rather than the flattering comparison. It is in flight, so what it proves is that the sequence holds at scale rather than that the outcome landed. Raise it if the room asks whether anybody bigger has done this. What transfers is the sequence and the timescale rather than the numbers, and it is worth saying which is which out loud before somebody in the room does it for you.
This client against best in class, on the same six steps, so every number has something to be read against. A duration on its own means nothing; the same duration next to best in class is the whole argument. Read the gaps rather than the totals: the places where the two lanes diverge most are where a first phase pays back fastest, and a step the benchmark does not run at all is worth more attention than a step it simply runs faster.