Arithmetic has measured and diagnosed business since ancient Greece. Aritemetica combines that elemental clarity with 25 years of operator experience — across multiple companies and continents — to do what strategy consultants cannot: fix the commercial architecture from the inside.
Aritmética — spelled arithmetic in English — is the branch of mathematics that deals with the properties and manipulation of numbers through basic calculations. The term comes from the Ancient Greek word arithmos, which translates directly to "number."
It is the most elementary and oldest part of mathematics. Used for millennia to measure, diagnose, and assess — whether a harvest, a trade route, or a commercial organization. The principle hasn't changed. Only the complexity of what needs measuring has.
That is what this practice is built on. Not proprietary jargon. Not a new framework invented for a pitch deck. The most fundamental discipline in business — applied with 25 years of operator experience across multiple companies and continents, at every level of the P&L.
When the numbers don't reconcile, there is always a reason. Finding it — and fixing it — is what aritemetica does.
The trade plan disconnected from pricing. The channel strategy disconnected from the P&L. The innovation pipeline disconnected from shelf reality. Everyone has data. Nobody trusts the number. The gaps between the systems — not the systems themselves — are where margin disappears.
Strategy and execution have never lived in the same system. Strategy gets built in a deck, execution happens in a spreadsheet, measurement happens after the quarter closes, and the replan starts from scratch.
The challenge goes deeper than tools. Most organizations can trace their commercial gaps directly to leadership alignment and brand equity — the decisions made upstream that determine what the architecture can and cannot support downstream.
Aritemetica closes that loop — from the strategic layer through commercial execution to the shelf. That connection is where the margin lives.
Most practices do one or the other. We do both — because the margin problem is rarely where it appears. Commercial gaps trace back to leadership decisions and brand equity as often as they trace back to trade rates and pricing architecture. We follow the thread wherever it leads.
Every engagement is organized around the things a CPG leader and PE operating partner actually have to answer for — not the things that look good in a deck.
Most engagements stop at insight. This one closes the loop — from diagnosis through execution to measurement to replan. Improvements compound quarter after quarter, not deck after deck.
I've carried the number across three global food and beverage companies, managing portfolios approaching $10B — leading teams across Sales, Commercial Development, Category Management, Shopper Marketing, and e-Commerce. Not one slice of the commercial organization. All of it.
What 25 years across multiple companies and continents teaches you is pattern recognition. The same commercial failures appear in different languages, different categories, different cultures. The trade plan disconnected from the strategy. The brand equity decision that preceded the pricing problem by three years. The leadership dynamic that no spreadsheet can fix but every number reflects.
Aritemetica is the instrument I built to make that pattern recognition systematic — rigorous enough to defend in a board room, practical enough to survive contact with a retailer. The name is deliberate. Arithmetic is the oldest tool. The one that has always told the truth about a business, if you know how to read it.
A 90-day commercial diagnostic followed by an ongoing intelligence partnership — for CPG operators and PE-backed consumer companies where the commercial architecture needs rebuilding and the margin opportunity is real.
Target client: $200M–$2B CPG or consumer brand · PE-backed or founder-led · Commercial architecture at an inflection point
Request an introduction