Our Engagements
Three engagements. Each one built for a specific moment.
A Direction Workshop for teams approaching a step change. An Annual Plan Review for organisations that need a second pair of eyes. A Direction Diagnostic for leaders who aren't yet sure what they need.
Back to HomeOur Methodology
How we approach a strategic engagement
Strategic planning work fails most often not because the analysis was poor, but because the conversation wasn't honest enough. Assumptions were left untested. The room's social dynamics shaped the conclusions before the data did. The document that emerged reflected what people were willing to commit to rather than what was most likely to be true.
Our engagements are designed to make that kind of conversation easier. We begin every piece of work by establishing what the actual question is — which is often different from the stated question. We use structured dialogue rather than open discussion, because structure makes it safer to say things that are socially difficult to say in an unstructured setting. And we close with a written document because writing forces clarity in a way that conversation rarely does.
Establish the real question
The stated question and the actual question are often different. We take time at the outset to surface both before any analytical work begins.
Structured dialogue
Facilitated sessions with clear blocks and prompts. Structure makes it safer to say what hasn't been said.
Test the assumptions
Every plan rests on assumptions. Part of our work is making those assumptions explicit and examining whether they hold.
Written at the close
The engagement closes with a document, not just a debrief. Writing imposes a discipline on the conclusions that conversation doesn't.
Engagement 01
Strategic Direction Workshop
A two-day facilitated session for senior management teams who want a structured conversation about where the company is heading next. The workshop is built around three blocks: candid framing of the current position, exploration of two to three plausible directions over a three-year horizon, and a working session to draft the trade-offs each direction would imply.
Suited to founder-led firms and mid-sized companies approaching a step change in headcount, revenue, or market position. The deliverables include a written summary of the discussion, a one-page direction memo, and a follow-up call three weeks later to check on early decisions.
How it unfolds
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1
Pre-session brief
A short written brief from the leadership team on the current position and the questions they're sitting with.
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2
Day one — current position
Candid mapping of where the organisation stands: what's working, what isn't, and what assumptions underpin the current direction.
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3
Day two — direction and trade-offs
Exploration of two or three plausible directions over a three-year horizon. Working session on what each direction would require and sacrifice.
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4
Written deliverables
Discussion summary and one-page direction memo delivered within five business days.
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5
Follow-up call
A thirty-minute call three weeks after delivery to discuss how early decisions are landing.
How it unfolds
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1
Document review (Week 1)
We read the existing annual plan — goals, resource allocation, assumptions, KPIs — and prepare a first-pass analysis.
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2
Session 1 — assumptions (Week 2)
Working session to surface and test the assumptions the plan rests on. Which are well-founded? Which are hopeful?
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3
Session 2 — resource allocation (Week 3)
Examination of how resources — headcount, capital, management attention — are allocated against stated priorities.
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4
Session 3 — adjustments (Week 4)
Working through the three to five adjustments identified for the team's consideration before the year closes.
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5
Written critique
Delivered within three business days of the final session.
Engagement 02
Annual Plan Review Engagement
A four-week structured review for companies that already have an annual plan and want a second pair of eyes before the year closes. The engagement begins with a document review, then moves through three working sessions with the leadership team to test assumptions, examine resource allocation against stated priorities, and identify items that are quietly under-resourced or over-resourced.
A written critique is delivered at the end, containing three to five concrete adjustments for the team's consideration. Suited to organisations approaching Q4 planning cycles or those that have had a materially different year from the one the plan anticipated.
Engagement 03
Direction Diagnostic
A compact one-week engagement for owners and managing directors who want a candid outside read on their current strategic position before committing to a longer piece of work. It includes a half-day on-site visit, a confidential round of conversations with two or three nominated team members, and a short written response covering the three or four questions the founder is wrestling with.
Often used as a first step before deciding whether a Strategic Direction Workshop or Annual Plan Review makes sense. The diagnostic is not a lighter version of those engagements — it's a different kind of work, with a different purpose.
How it unfolds
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1
Initial brief
A short written or verbal brief from the owner or MD on the questions they're sitting with and the context around them.
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2
On-site half-day
A half-day at your location — observation, discussion, and a structured conversation with the owner or MD.
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3
Confidential conversations
Brief one-on-one conversations with two or three nominated team members, conducted in confidence.
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4
Written response
A short document — three to five pages — covering the key questions raised, with a candid outside read on each.
Choosing the Right Engagement
Which engagement fits your situation?
Use this table as a starting point. If you're uncertain, the Direction Diagnostic is almost always the right first step — it's designed for exactly that moment.
| Feature | Diagnostic | Plan Review | Direction Workshop |
|---|---|---|---|
| Duration | 1 week | 4 weeks | 2 days |
| On-site time | Half-day | 3 sessions | 2 full days |
| For existing plan | – | – | |
| When direction is unclear | – | ||
| Follow-up call included | – | – | |
| Fixed fee | RM 580 | RM 1,680 | RM 2,850 |
Not sure which one fits? Send us a brief note and we'll suggest the right starting point.
Professional Standards
Standards shared across all engagements
NDA before brief
Mutual non-disclosure signed before any substantive conversation begins, regardless of engagement type or size.
Written scope agreement
Deliverables, timeline, fees, and confidentiality documented before work starts. No ambiguity about what's included.
Senior-led throughout
The same senior advisor who discusses the engagement with you leads the work. No junior hand-offs after scoping.
Written deliverable always
Every engagement closes with a document — not just a conversation. Plain language, board-shareable.
No upsell at close
We deliver what was agreed and we leave. Future engagements happen on your timeline and initiative, not ours.
PDPA compliance
All personal data collected during engagements handled in compliance with Malaysia's Personal Data Protection Act 2010.
Start Here
Not sure which engagement is right? That's what the Diagnostic is for.
RM 580 for a week of structured thinking and a candid written response. It's the lowest-commitment way to find out whether a longer engagement would be worth it.
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