Operations transformation
From procurement to plant floor, the unglamorous work of taking cost out without taking capability with it. We sit beside the COO through the change curve, not above it.
Avg. 18–22% margin lift across 14 engagements
Strategy & transformation
Judgment, not slides.
We work alongside operators and owners through the decisions that define a company's next chapter — restructurings, integrations, and the quiet rebuilds that don't make the press.
Founded 2014
Boutique, by design
47 partners & directors
Senior, not pyramid
Jakarta · Singapore · London
Where we sit
Five rooms of the house.
We are deliberately narrow. Five practice areas, staffed by people who have done the work inside the rooms — not in the slide library next to them.
Corporate finance & diligence
Buy-side and sell-side diligence that does not flatter the deck. We tell operating partners what the model won't, and what the data room is hiding.
$3.2B in transaction value supported since 2018Integration & carve-out
Day-one readiness, hundred-day plans, and the TSA negotiations that nobody celebrates. We have run the separation on both sides of the table.
11 integration programs, 4 carve-outsFamily office & governance
For families that don't want to be family offices. Board design, succession planning, and the difficult conversations that don't appear on a quarterly cadence.
7 multi-generational governance reviews in 2025Digital & AI enablement
AI programs fail at procurement, not model selection. We work back from operating model and data architecture before a single use case is named.
9 AI programs scoped, 3 currently in deliveryFive things we believe.
Not a methodology. Not a framework. The five propositions we have argued for years, and that we are willing to lose engagements over.
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We start with the operator, not the deck.
The first week is a listening week. We sit with the people who own the work — plant managers, regional GMs, the head of sales who built the book. The diagnostic comes after, never before. We have never lost an engagement because we moved too slowly at the start. We have lost several because we moved too fast.
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We tell you what we'd do, not what you want to hear.
Most of our engagements end with a recommendation the client did not ask for. That is the job. We are not retained to validate a thesis; we are retained to pressure-test one. If we cannot form a view after four weeks, we tell you, and we recommend someone else.
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We staff small and senior.
An engagement is led by a partner and two to four directors. Period. There is no pyramid, no analyst buffer, no 30-slide weekly status deck built by someone the client has never met. The person in the room is the person doing the work.
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We measure ourselves by what changes after we leave.
A 12-month look-back is built into every engagement. We ask the client to score us on what is different in the operating cadence, not on what we delivered. The scorecards are blunt. We have redesigned practices on the back of one bad review.
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We refuse engagements we can't make consequential.
If the question is small, the answer will be small. We turn down roughly a third of inbound work. The most common reason is that the engagement is too short, the mandate is too narrow, or the access to operating data is too limited for our work to matter. Saying no early is a service.
Recent writing.
Long-form thinking from the partners. Published quarterly. No thought-leadership assembly lines.
Carve-out
The first 100 days of a carve-out
What to do before the TSA clock starts, who needs a decision in the first week, and the three things that quietly go wrong when the integration team is staffed too early.
AI programsWhy mid-market AI programs fail at procurement, not model selection
The model is rarely the constraint. The data contracts, the vendor lock-in, and the procurement process that took eight months to negotiate a pilot — those are the constraints.
Family governanceGovernance for families that don't want to be family offices
A board can be three people and a calendar invite. The work is the structure, the cadence, and the agreement on what gets decided by whom — not the formal charter.
A small bench, by design.
Every engagement is led by a partner who has done the work in the room — not in a deck review.
Andaru Prasetya
Partner, Jakarta
Formerly partner, McKinsey Jakarta
Mika Tanaka
Partner, Singapore
Ex-CFO, ASEAN conglomerate
Rebecca Halford
Partner, London
Formerly head of integration, BC Partners
Dewi Anggraini
Director, Singapore
Ex-director, Bain & Company SEA
Representative partners — full roster available under NDA on request.
Begin a conversation
Most of our work begins with a single question.
Send a paragraph. We respond within two business days, with a partner — not a coordinator.