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Here's How We Partner With Our Clients

Image by Keith Zhu

TIGERAIR

TigerAir was facing difficult times after a pilot strike, the grounding of its fleet in Australia for safety breaches, and poor financials stemming from underperforming investments. The company urgently needed to incentivise a new executive team to lead the turnaround efforts.

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TOP 3 AUTOMOTIVE PARTS MANUFACTURER

As automotive technology shifts towards Electric Vehicles, automotive part producers need to disrupt themselves, build capabilities and start a new S-Curve. The client had to restructure its organization, attract new talents, and secure strategic partners, in order to improve the productivity of its existing business (where cost pressures were mounting) and to build diversified businesses and new capabilities. The CEO and key talents needed to drive the organization in the new direction in parallel with testing new waters with unfamiliar strategic partners.

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GRASSHOPPER ASIA

Grasshopper is a home-grown fintech and proprietary trading company that was founded in 2006. It has ambitious growth plans, but the company was struggling to hire the people they needed to meet their targets. They were not attracting enough quality candidates, and were spending too much time and effort interviewing candidates.

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SINGAPORE AIRLINES

The airline was faced with increasing negative anecdotal complaints about inflight service. At the same time, the airline continued to win awards, and internal metrics indicated things were fine. There was a need to determine if there was a cause for concern over cabin crew service levels, and if so, how to solve it.

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PROFESSIONAL SERVICES FIRM

The firm was facing revenue growth and profitability challenges in the Asia Pacific region, which were further complicated by structural, cultural and engagement issues.

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BANK MANDIRI 

The bank needed to modernise its CRM platform and integrate it with robust campaign management and advanced analytics. Past attempts in putting together a Request for Proposal (RFP) to select the right implementation partner had failed to move things forward.

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LEADING INSURANCE COMPANY

The client faced a number of workforce risks as a result of demographic shifts (aging population in East Asia, growing middle class in Asia and increasing diversity in workforce), operating pressures (changing customer expectations, growing demand for guaranteed income & savings, growing technology & automation demand to lift, rising needs for innovative go-to-market strategy to boost customer reach) as well as market and economic pressures (expecting exponential growth despite lower nominal GDP growth rates, changing of political & regulatory environment that affects the industry)

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E-GOVERNMENT CLOUD-BASED ENTERPRISE SOLUTION COMPANY

The company was losing talent in India, most frequently after only 2 years of service. A close look at their job evaluation and career pathing for software developers showed a big jump between the first promotion and the second promotion, in terms of additional duties.

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PROFESSIONAL SERVICES FIRM

Two senior executives led the management buyout of the Asian operations of their professional service business. The immediate priority was to retain key people without giving up equity in the business. The medium-term challenge was to attract key people by selling the idea of an employee-owned business.

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MAYBANK

Maybank aspired to become a regional player in the financial industry and set an aggressive plan to achieve it by attracting and retaining the right talent, and driving performance.

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organisation performance expert / global consulting firm / strategic business advisor / business thought leadership / human capital consulting firm