What Teams Say
After Working With Us
Real feedback from Malaysian teams. We share it as it came to us — including the parts that suggest where we could do better.
Back to HomeFrom the Teams We've Worked With
"We did the Workflow Tidy-Up session thinking it might be a bit generic. It wasn't. Rashid spent the first hour just asking questions and listening, which was different from what I expected. The suggestions note we got afterwards actually addressed specific things our team does — not just standard advice. We implemented two of the five suggestions in the first week."
"The Operating Rhythm Programme was what our firm needed after a period of fast growth. We had the people and the work, but things weren't flowing well. The rhythm playbook they produced is genuinely useful — we still refer to it in leadership meetings. The process was structured but not stiff. Worth the investment."
"Solid engagement overall. The Productivity Habits workshops were well-run and the team came out of them with a clearer picture of what was making everyone feel stretched. The follow-up check-in was useful too. My only note is that some of our team members wanted more time on the tools side — but that was probably outside the scope of this service."
"I was sceptical at first — we'd tried similar things before and they didn't land. What was different here is that Nurul actually attended two of our team standups before the workshops started. By the time the first session happened, she already understood what was going wrong. We've kept the changes from the engagement for about three months now."
"We used the Tidy-Up Session as a starting point and then came back four months later for the full Habits Engagement. The first session gave us a clear picture of what to fix, and when we were ready to commit to it properly we came back. That worked well. The pricing at both stages felt fair."
"Good, practical engagement. The observation phase felt a bit uncomfortable at first for some of our team — having someone sit in on meetings — but David explained what he was doing and why, and after the first session people relaxed. The changes we made to our weekly meeting structure have genuinely freed up time."
A Closer Look at Three Engagements
Professional Services Firm, KL
A 18-person team at a consulting firm felt perpetually behind. Weekly standups had grown to 90 minutes with no clear outcomes. Email threads ran to 40+ replies. People were working long hours but progress felt slow and unpredictable.
Three observation sessions followed by two co-design workshops. Rebuilt the weekly standup structure (30 minutes with an agenda). Simplified how work was assigned and tracked using an existing tool they already had but weren't using well.
Weekly meeting time cut from ~6 hours to ~2.5 hours per person. Email threads on project work reduced significantly. The team lead reported a noticeable shift in how calm the week felt four weeks after the engagement ended.
"The thing I noticed most was that people stopped looking stressed at the Monday standup. That sounds small but it wasn't." — Team Lead
Technology SME, Cyberjaya
A 35-person technology firm had grown quickly and lost its sense of direction. Leadership wasn't sure what each team was working on. Individual teams set their own priorities without alignment to the company's overall direction for the quarter.
Mapped the current planning approach across three departments. Designed a quarterly planning cadence with monthly check-ins. Created a simple shared priority document updated fortnightly. Ran a leadership session on how to communicate priorities clearly without micromanaging.
Leadership reported that cross-team alignment improved noticeably in the first full quarter. The rhythm playbook they received is now their reference document for onboarding new managers. Two departments ran their own adapted version of the cadence design process internally.
"We didn't need more process — we needed clearer process. The programme helped us tell the difference." — COO
Retail Operations Team, Klang
A retail operations team of 12 found that approval requests were taking 3–4 days longer than necessary. A backlog had built up because one manager was the bottleneck for two different types of decisions that probably didn't need their sign-off.
One working session mapping the flow of the five most common work requests. Identified which approvals could be delegated and to whom. Drafted a simple decision-rights guide with the team in the room.
Approval turnaround on the two main request types dropped from an average of four days to same-day. The manager in question described the session as "overdue" — they hadn't realised how much had accumulated at their end.
"I didn't know I'd become the bottleneck until someone drew it out on a whiteboard." — Operations Manager
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