Rebuilding an HR function in crisis. Turnover cut in half.
The challenge
A 280-person logistics company in Hong Kong lost its CHRO without a succession plan. The HR function was running on spreadsheets, institutional knowledge held by one person who had just left. Staff turnover had reached 35% over two years. Leadership had no visibility into why people were leaving or who was about to leave next.
What we did
We ran a full people audit in week one: engagement data, exit interview analysis, manager-level diagnostics. We identified three structural problems that had been invisible to the leadership team. We rebuilt the HR function with AI workflows at the core: automated JD writing, structured interview scoring, manager pulse system, and an onboarding programme that cut time-to-productivity from 6 weeks to 10 days.
The result
12 months
average
improvement
β¬45M Series C closed. Southeast Asia live in 9 months.
The challenge
A Spanish fintech had raised β¬18M at Series B and built a strong product. But their financial architecture told a different story. No CFO, a cap table that had never been professionally cleaned, unit economics that could not withstand investor scrutiny, and an expansion thesis for Southeast Asia built on assumptions rather than models. The next round was 8 months away. The company was not ready.
What we did
We rebuilt the financial model from scratch, cleaned the cap table, and built a data room that preempted every question a Series C investor would ask. We designed the SEA market entry strategy, built the org structure for the Singapore entity, and helped recruit the Country Manager. We stayed through the close and through the first quarter of market entry.
The result
closed
operational
rebuilt
First client in Hong Kong closed in month 7. From zero.
The challenge
A Madrid-based professional services firm had a board mandate to enter Asia-Pacific. A previous attempt in Shanghai three years earlier had failed. They had underestimated the regulatory complexity and overestimated how transferable their European brand was in Asia. The board wanted a different result this time, and they needed someone who had actually built something in HK.
What we did
We ran a market assessment across HK, Singapore, and Tokyo and made a clear recommendation: Hong Kong first, Singapore in year two. We designed the entry strategy, org structure, and the full regulatory and compliance roadmap. We sourced and assessed candidates for the Country Director role, and provided on-the-ground advisory through the first 8 months of operation.
The result
hire made
engagement
established
12 hours per partner per week reclaimed. 89% AI adoption in 60 days.
The challenge
A 180-person professional services firm in Singapore had purchased AI tools for the whole team. Three months later, adoption was below 20%. Partners were still spending 40% of their time on proposal writing, performance reviews, onboarding documents, and internal reporting. The tools existed. The workflows did not. And the team did not trust AI enough to change how they worked.
What we did
We mapped every manual workflow across the HR, BD, and leadership functions. We built a bespoke AI prompt library: 34 templates designed for non-technical professionals, tested on their actual scenarios. We ran half-day workshops with each team. We tracked adoption weekly and iterated the templates based on what was and was not being used. Adoption became a metric, not an aspiration.
The result
partner / week
at 60 days
time cut