Capabilities
Services I provide roughly fall into 4 categories: Strategy, Management, Expansion, Legal.
Strategy
Some of my most valuable skills fall into the Strategy category.
Why does it matter?
Ultimately, strategy is an answer to “what we are doing” and “how are we doing it”. An alternative is a substitution of strategy by a list of vague goals that could only be achieved by a sheer coincidence. A list of goals is not a substitute for a strategy (“what we are doing”) as it lacks clear reasoning. In other words, during the execution phase, a business might move very quickly, but in circles. But even moving quickly would be very difficult as there is no “how are we doing it” part in the list of goals.
Consistently helping different companies with strategy allows me to see patterns others might have missed.
Management
Multiple clients have found my skills in Project Management, Change Management, Digital Transformation, and Management Advisory beneficial for their businesses.
Why does it matter?
I have specific skills in execution and implementation. However, there is additional value in that I have had projects in Europe, APAC, Africa and can enrich our cooperation with experience from different geographies and industries.
Legal and Expansion
I won’t go into too many details there as these services are usually auxiliary to strategy and management.
As someone with a background in law, I pay higher attention to how these matters are handled in the company and can help you conceptualize what would be the right framing for the problem you want your lawyers to solve, which decisions should be made, and what you should pay attention to. That said, I have drafted corporate structures, Standard Operating Procedures, AML procedures, Risk Management Manuals for some of my clients or helped them evaluate them.
The fact that I have deep connections in both Europe and APAC helped me assist companies in expanding from one region to another: what should they do, what they should never do, adapting products, localizing production, joint ventures, and M&As – all of these are important and could cost business millions of dollars wasted if done wrong.
However, both legal matters and expansion plans should be aligned with the long-term strategy of the company.
My Process
There are four stages to my process:
- Discovery
- Define Goals
- Design Solutions
- Execute Beautifully
My approach is customer-centric in nature. In other words, I design solutions relevant to the specific customer, his company, and his business.
We start with discovery to understand the problems we are trying to solve in your business better. This usually involves participation from a principal, selected managers, and key employees in a form of interviews and surveys.
In most cases, remote communication is enough, but in some situations, on-site consultations might be appropriate.
Models of cooperation
Advisory services
As an advisor, I usually provide strategy and transformation services. It is a solution for firms under the tech umbrella wanting an objective assessment of their company and then — specific recommendations to take them to the next step and beyond.
C-level executive
I have helped a number of companies with strategy, business transformation, and innovation as a C-level executive. I usually only provide this service in a package with my advisory service on strategy and if both parties were satisfied with the results. The reason is that it doesn’t make sense and it’s not beneficial for you to buy a service of me doing things before you accept my thinking on the situation the company is in.
Independent director on the Board of Directors
I’m a member of the Singapore Institute of Directors and have the required qualifications and experience to help your company with this. As an independent director of a company, usually in the tech or financial industry, I focus on proper corporate governance, with an edge in strategy, transformation, and risks.