Our advisory team has achieved major successes within their careers in the management consulting realm and industry serving Micro, SME, Mid-Tier to Listed companies.

We pride ourselves with our boutique approach in identifying and resolving issues which sets us apart from the typical generic one-size-fits-all approach practised by most consulting firms as briefly described below.

Please take a few minutes to run through our key achievements and contact us for your free consultation at


MYR 10.8 mil cost savings via approx. 12% COGS reduction over 5 years

Strategized and implemented scale down of overhead, cash flow and overall operations for a SME company with clear scale up plans (to be triggered at pre-determined forecast) in order to sustain during the 2014 oil crisis. The company now has grown to Mid-Tier and our advisers are still involved in strategizing for them 5 years later.

  • Developed and established resource loading calculation tool to seamlessly predict monthly/quarterly/yearly resource needs (gaps/excess of both assets and human capital) which allowed for proactive measures to be taken.

  • Re-establishment of rates/contracts/relationships with vendors leveraging on best practice cash flow management.

  • Progressive implementation of SOP for front liners (PMT and Mid-Level Management) specifically on stakeholder management, risk management and project PnL management to ensure decisions are made with a holistic view.


MYR 38.6mil savings per wellhead platform based on 33% schedule optimization and 18% cost savings

Developed a business case and project execution framework to implement a streamlined fabrication concept including viability evaluation of the Approved for Construction (AFC) design against Field Development Plans (FDP) of potential fields for a National Oil Company.

  • Delivery of a comprehensive business case to ensure client makes the right decision.

  • Delivered an overall execution framework to ensure the client is able to continuously sustain the benefits via internal resources instead of consultants.

  • Provided benchmark analysis with of industry operators cost and transition strategy for implementation into organization.

  • Allowed client to achieve first oil and generate revenue earlier than planned.


MYR 5.1mil per year with 16% increase in offshore productivity (per work barge)

Lead and delivered end-to-end process improvement strategy for entire Maintenance and Production process covering 8 offshore platforms for an International Oil Company in Sarawak. Deep dive includes data analysis (SAP), on ground interviews of stakeholders (part of Lean - Gemba methodology) and change management to roll out initiatives.

  • Delivered a integrated end to end business process map to reduce inefficiencies (gaps/overlap/bottlenecks).

  • Setup of leading and lagging indicators at strategic points within process to ensure client is able to continuously track efficiencies and adjust accordingly.

  • Conducted change management initiatives (along with advisory of realignment of KPIs) to ensure work force quickly adapts to the new way of working.

  • Project endorsed by regional VP and besides recognition from Global Business Improvement Lead.


BND 180k per year savings by increasing efficiency by 12%

Strategized and implemented scale up for a SME to kick start operations in Brunei including onboarding interviews of new hire to manage a contract efficiently and sustainably with an International Oil Company.

  • Setup a full operating base in Brunei to ensure efficiency in logistics cost.

  • Strategized operational process to be in lined with Holding Co with changes based on Brunei subsidiary structure

  • Increase Gross Profit by 15% compared to bid target.


35% reduction in operating cost from pre to post acquisition.

Conducted due-diligence, financial analysis and completed end-to-end acquisition process of a local Thai company for a Mid-Tier client (Investor) in order to expand their business from Malaysia into Thailand

  • Conducted due diligence on Thai entity (seller) via desktop analysis of financials, interview with shareholders/directors and operational effectiveness study.

  • Ensured foreign investor maintains autonomy in control of company while meeting local Thai company status.

  • Allowed seamless expansion of client into neighbouring region with minimal overhead.


MYR 2.4mil savings over 3 years by increasing efficiency by 8%

Strategized and implemented scale up plans for a SME to meet an International Oil Company contract in 2019 by leveraging on upskilling and realignment/restructuring of current resources.

  • Zero delays in first project commencement

  • Strategize a sustainable and low cost model to meet the increase in demand while adhering to contractual and safety requirements

  • Increase Gross Profit by 7% compared to bid target.


MYR 40.9mil increase in revenue over 5 years (approx. 342% overall growth)

Strategic advisory on operational cost optimization and strategic business diversification advisory for Commercial department of a SME company

  • Deep dive into company’s cost and financial structure, strength and weaknesses to understand highest ROIC services to venture too.

  • In depth risk analysis (with consideration towards reputational impact) to ensure cost-benfit is transparently reported to higher management for decision.

  • Strategically rolling out diversification plans in lined with company’s capacity to ensure minimal cost for scale up.

  • Pre-planning of trigger points and exit strategy.  


Cost avoidance of MYR 1.3mil by outsourcing a construction contract valued at RM8.3mil

Strategized and implemented operational plans for a SME to deliver services for power relocation works for Pan-Borneo Highway contract in 2018 by leveraging on market competitiveness.

  • Sourced, negotiated and evaluated BOQ quantities/rates/availability of multiple contractors to ensure cost optimization with focus on reliability.

  • Prepared advanced BOQ tracking and reporting methodologies to allow for transparent reporting by contractors.

  • Negotiated and acted as mediator with client/contractors to ensure all disputes or uncertainties are closed fairly.



Surinder Tara

Director - Strategy

Surinder has throughout his career lead major business turnaround projects, operational scale up/down, digital transformation, acquisition, expansion and diversification for SME, Mid-Tier and International and National Oil Companies such as Shell and Petronas. 

He has worked with and advised Executive Directors, Vice Presidents, and C-levels suites from diverse backgrounds specifically focusing on advisory on risk management, business improvement and operations optimization strategies.

He has held multiple roles throughout his career ranging from General Manger Operations (South East Asia), Lead Management Consultant (Global Top 10 Consulting Firm), Operations Manager (South East Asia), Geophysicist and Researcher (Data Modelling & Analytics) working onshore and offshore.

Surinder graduated from Indiana University of Pennsylvania in Geology and expanded his knowledge of leading business strategies at the University of Oxford (Dept of Continuing Education) in 2015.


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