What actually changed.
Case studies
Consulting engagements told through what the client said happened, not what we would like to claim. Every client result on these pages is quoted from a signed client letter, and 8 of them carry measured outcomes. Where an engagement produced no measured outcome, we say so rather than dressing it up.
Business strategy and growth
Where the work moved a commercial number: sales performance, headcount, revenue model.
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Team grew from 6 to 12
Success Resource Centre: Building a sales force that doubled the team
A Singapore recruitment firm grew from 6 consultants to 12 and opened a recurring revenue line, after a Business Strategy Development project rebuilt its value proposition, sales system and operating cadence.
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Sales target 65% to 110%
Ansac Technology: From 65% of target to 110% in four months
An instrumentation company with no structured leadership development exceeded its sales target, hit 95% of its invoicing target and recorded zero customer complaints, after a Human Capital Development project built accountability into how its heads of department worked.
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100% retention, over $20,000 saved
Durablinds Trading: 100% retention and $20,000 saved by fixing the HR system
A Singapore manufacturer held 100% of its people for a year and released more than $20,000 in cost savings after a Human Capital Development project rebuilt its overtime policy, pay structure and management capability.
Human capital and engagement
Performance systems, HR policy, engagement and retention, measured before and after.
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30+ SOPs consolidated, 70% of goals on track
Eligo: Turning 30+ scattered SOPs into a single source of truth
A logistics and industrial supply firm replaced ad-hoc shadowing with a structured learning system and an AI knowledge layer, after a diagnostic found structured systems were its lowest-rated dimension at 6.67 out of 10.
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Actively disengaged 7% to 0%
Success Human Resource Centre: Taking actively disengaged employees to zero
A recruitment firm carrying low morale after a hiring freeze eliminated active disengagement entirely, measured by two engagement surveys either side of the work.
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83.3% job satisfaction against 75% industry
ILA Group: Measuring a workforce for the first time in seven years
A design-and-build contractor that had never measured its people ran a full diagnostic before expanding overseas, and came out above industry on satisfaction with absence down 16.7%.
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95.8% value trust and friendship at work
Prime Structures Engineering: Building people systems for a technical workforce
A structural steel engineering firm rebuilt its performance management system and developed managers who had come up through technical roles, with engagement measured across the workforce afterwards.
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Zero employee turnover in 12 months
EN2 Biz: Zero turnover in a year, at a company that had never asked
An accounting and corporate services firm that had run no wellbeing activity and no formal survey since incorporating in 2008 finished the year with zero turnover and was hiring.
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Performance system rebuilt end to end
Meeting Matters International Pte Ltd: Rebuilding performance management around real competencies
A conference and events company replaced an appraisal process nobody valued with a performance management system built on identified competencies, plus the operating rhythms to run it.
Overseas market entry
Taking a business into a new country, and what that actually takes.
Long-standing clients
Multi-year relationships and company-wide programmes from our earlier practice. Scope and longevity rather than measured outcomes.
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Three entities, 2010 to 2014 and continuing
ACEZ Instruments: A group-wide programme, run for four and a half years
A company-wide employee wellbeing programme across all three entities of the ACEZ Group, designed from a needs analysis and lifestyle survey rather than a catalogue.
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Company-wide strengths profiling
Abacus Travel Systems: Finding the leaders already inside the company
A travel technology company profiled its entire workforce to identify who could lead its move into new products, then developed them.
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139 employees, one designed programme
Grundfos Singapore: A workplace health programme for 139 people
A global pump manufacturer's Singapore operation built a company-wide health programme from its own needs analysis and lifestyle survey, including targeted intervention where the data pointed.
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Delivered across all levels of a construction workforce
HSL Constructor: Psychological material that lands on a worksite
A marine engineering and construction firm ran engagement development for a workforce where generic corporate training does not work.
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Company-wide, to the HPB framework
Innotel Hotel: A wellbeing programme built to a national framework
A hotel built its employee wellbeing programme on the Health Promotion Board's Workplace Health Promotion framework, designed around its own workforce data.