Alan Kuriachan · Your Business Doctor
For most founders of 5 to 25 person businesses, the honest answer is no. Every discount, every payment follow-up, every hiring decision comes to your phone. That isn't a people problem. It's a systems problem, and it can be treated. I diagnose what's holding your business back, then fix it with you and your team, on-site.
Free 30-second business check-up
Every business problem shows up as a symptom first. These are the ones I hear most from founders of 5 to 25 person businesses. Tick the ones you recognise.
Not a coach. A helping hand.
The answers are already on YouTube, in books and in AI tools. Most founders know what needs fixing. What's missing is the time, and someone to sit with the team and make it happen. That's the job I do.
A good doctor doesn't give you a lecture on health.
He examines you, finds the cause, treats it and checks you're getting better. That's exactly how I work with businesses. And like any patient, you can't see everything from the inside. You don't know what you don't know.
The F.O.R.C.E. method
Every business is different, so I don't arrive with a template. The method stays the same every time, the way a good doctor's does. The treatment is built for you.
The doctor's step: Examine
Before suggesting anything, I learn how your business really works: your product, how sales happen, how the team works, what's stuck and where you want to go. Through conversations with you, time with your team and simple business audits.
The doctor's step: Prescribe
I turn what I found into a practical plan: what to improve, how, who owns each task and by when. Ideas become an action list your team can see.
The doctor's step: Treat
This is the execution stage. I work alongside you and your team to put the improvements in place, inside the business.
The doctor's step: Follow up
Once systems are in place, I check they're being followed, that the team is comfortable and that results are coming. If something isn't working, we change it.
The doctor's step: Stay healthy
As the business grows, the systems grow with it. Processes get sharper, the team gets stronger and you spend more time on growth than on firefighting.
What I treat
Problems rarely stay in one department. A sales problem is often a hiring problem, and a hiring problem is often a process problem. I treat the business as a whole.
Sales
Symptom"Most orders still come through me or my contacts."
When sales runs on the founder's network, growth stops at the founder's calendar. I build a sales process your team can run, and the numbers to see it working.
Team & HR
Symptom"Everyone waits for me to tell them what to do."
People wait for instructions when nobody has told them what they own. I set clear roles, measures and reviews, and help you hire the right people and make them productive faster.
Operations
Symptom"If one person is on leave, the work stops."
If the work runs on memory and WhatsApp messages, it breaks the day someone is absent. I write it down, make it checkable and put the right tools in place.
Brand & marketing
Symptom"Our website and brochure are years old."
Buyers check you online before they call. I make sure your website, brochure and listings show the business you've actually built, and that every enquiry reaches the right person.
I also help businesses hire industry-ready freshers, trained on practical business tasks, through my education venture Skill Quotient.
The treatment plan
An example from a typical engagement. The tasks change from business to business. The pace usually doesn't.
Monthly retainer. The scope, the roadmap of tasks and the timeline are agreed with you after the Business Gap Audit, based on what your business needs. You continue because it's working.
Case files
Patient names stay private. Here's what the treatment looked like inside four businesses in the region.
Industrial equipment
Material handling
Manufacturing & installation
Aluminium doors & windows
Trading & production
FMCG
Services
Digital marketing & software
Why I do this
I started my career as a sales executive right here in Vapi. Ten years later, I came back with one question I couldn't stop thinking about: why do the best businesses here still depend so heavily on one person?
In between, I worked in Ahmedabad, Indore, Pune and Bangalore. I spent years inside large, established companies like Honda Cars India and Maruti Suzuki, and years inside fast-growing startups like Spinny and Awign, as well as smaller businesses still figuring things out. As an Associate Director and later a Vice President, I had multiple departments and teams under me, and I worked closely with founders every day.
Work moves even when the boss is away. Everyone knows their target. Decisions are made on data.
Everything waits for one person. Good people burn out. Growth stalls at the founder's limit.
I've worked on both sides, so I know the difference isn't talent or hard work. MSME founders are some of the most capable and hardworking people I've met. The difference is systems: clear processes, defined roles, the right people and decisions based on numbers. Big companies have whole departments to build these. A 15-person business has the founder, who is already busy running the day.
That's why I started Founder's Force. Not to give more advice, because founders already have plenty. I wanted to be the person who sits beside them and their team, finds what's really wrong, and fixes it until it works. A business doctor, for the businesses of the place where my own career began.
Alan KuriachanYour Business Doctor
Questions founders ask
A business doctor is a consultant who treats a business the way a doctor treats a patient: examine first, find the real cause behind the symptoms, prescribe a plan, carry out the treatment and follow up until it works. Alan Kuriachan of Founder's Force works this way with MSME founders in Vapi, Valsad, Daman and Silvassa.
Founder's Force is an on-site business consulting practice for MSME founders. Working inside the business with the founder and the team, it builds sales processes, clear roles and KRAs, SOPs, hiring systems and daily tracking, so the business depends less on the founder for every decision.
Alan Kuriachan is the founder of Founder's Force and is known as Your Business Doctor. He started his career as a sales executive in Vapi and spent about ten years in sales, operations and leadership roles, up to Associate Director and Vice President, at large established companies like Honda Cars India and Maruti Suzuki and at startups like Spinny and Awign. More than 180 employees have worked under him.
A coach or trainer gives advice, frameworks and motivation, and you implement it yourself. A business doctor does the work with your team: writing the SOP with the people who use it, setting up the tracker, hiring and training the person, and checking on the next visit that it's being followed.
A CA looks after your accounts, tax and compliance. A software company sells you a tool. Founder's Force works on how your business runs: sales, team, processes and brand. Where software helps, such as a CRM or ERP, I help you choose it and make sure your team actually uses it.
Yes. Founder's Force is based in Vapi, Gujarat, and works on-site with MSMEs across Vapi GIDC and the surrounding industrial areas. Alan Kuriachan, Your Business Doctor, visits your office, factory or warehouse and works directly with your team.
Yes. Founder's Force works with founders in Valsad and nearby areas, including Valsad GIDC. Engagements are on-site, so you don't need to travel for meetings.
Yes. Founder's Force works with manufacturing, trading and service businesses in Daman, Silvassa and across Dadra and Nagar Haveli, which are within easy reach of Vapi.
Yes. Umbergaon, Sarigam, Bhilad and the other industrial estates between Valsad and Daman are all part of the regular working area.
Most of my work is on-site in South Gujarat, Daman and Silvassa, because regular visits are a big part of how the treatment works. If you're further away, message me on WhatsApp and I'll tell you honestly whether I can serve you well.
Mostly founder-led businesses with about 5 to 25 people. That's the size where the founder still handles almost everything personally, and where good systems make the biggest difference.
Manufacturing, trading and services. Past and current clients include businesses in material handling equipment, aluminium doors and windows, FMCG, and digital marketing and software development. The symptoms are very similar across industries.
It's the first consultation. I understand how your business is structured today, identify the bottlenecks holding growth back, discuss where improvement will pay off first and outline clear next steps, whether or not we work together.
On a monthly retainer. The scope, the roadmap of tasks and the timeline are agreed with you after the Business Gap Audit, based on what your business actually needs. There's no one-size package.
Both. I spend time with you on goals and decisions, and with your sales, operations, accounts and HR people on the actual work. The goal is for your team to own the systems, not to depend on me.
The first systems, such as a daily sales report, a follow-up tracker or the first SOPs, usually go live within the first month. Lasting change takes a few months of consistent follow-through, which is why I keep checking and adjusting.
No. We usually start simple, often with Google Sheets or tools you already have. When a CRM, ERP or task tool will genuinely help, I help you choose the right one and roll it out with your team.
Start by listing every decision and approval that waits for you. Most of them can become written rules, checklists or a clearly owned role. Then build a simple weekly review so you see the numbers without being in every conversation. This is the core of what Founder's Force does.
Use a simple daily report covering visits, calls, quotations sent and follow-ups, kept in a shared sheet or CRM. Review it briefly every week with the team. The habit of reviewing matters more than the tool.
Give each role three to five measurable results it owns, with a monthly target for each, and review them every month. KRAs work best when they're linked to levels, salary bands and increments, so people can see how to grow.
Usually because nobody owns them. Leads are answered late, not qualified and not followed up. Making one person responsible, logging every lead with a follow-up date and tracking which ones convert usually changes this quickly.
Define the role clearly first: field or inside sales, which customers, what targets. Write a specific job description, test candidates with a short role-play, and plan their first 30 days of training before they join. Most bad hires come from an unclear role, not a bad candidate.
Write them with the people who do the work, keep them short, and turn them into checklists where possible. Then check they're being used for the first few weeks. An SOP written alone by the founder usually ends up in a drawer.
Your first consultation
Think of it as a full check-up for your business. Many founders tell me this conversation alone helps them see their business with fresh clarity.