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The work, and how
we delivered it.

A detailed look at engagements our team has led — the challenge each client faced, the approach we took, and the outcomes we delivered. All anonymized; all measured by results that held.

Case Studies

Twelve engagements,
measured by outcome.

From a 400-role bank transformation to a US$700M+ fundraising mandate — a representative cross-section of the work, with the detail behind each result.

Financial Services · Organization

Unified IT operating model for a major state-owned bank

The challenge

A fragmented, non-standardized role structure across 8 divisions drove annual turnover above 25%, ~90-day hiring cycles, and frequent skill mismatches — with no competency framework or mechanism to align levels.

Our approach
  • Designed 12 specialist roles with clear career paths across infrastructure, applications, data, and security.
  • Built a role and job-level architecture with descriptions, skills matrices, and certification roadmaps.
  • Facilitated multi-level stakeholder alignment from staff to C-level to co-create buy-in.
  • Benchmarked global financial institutions and technology leaders, then localized.
  • Ran division-specific change management — town halls and coaching — to secure adoption.
The outcome

Delivered with zero delay in final project delivery, and the client rehired us for Phase 2 — the clearest proof the strategy was executable.

400+
Roles mapped & re-leveled
50%+
Reduction in hiring time
40%
Improvement in hiring quality
Mergers & Acquisitions · Synergy

M&A merger synergy advisory for the largest SOE steel producer

The challenge

Fragmented Indonesian SOE portfolios carried overlapping commercial scope across 2–5 entities per merger, with standalone EBITDA either sub-scale or negative. Baselines had to be rebuilt bottom-up from audited financials, RKAP tonnage, sell-side research, and operational data — all while stakeholders expected board-grade governance and Day-1 readiness.

Our approach
  • Built bottom-up synergy models anchored to FY audited financial statements and operational data of every merging entity.
  • Designed 5–6 synergy initiatives per engagement spanning Revenue, COGS, and SG&A levers.
  • Shaped a phased realization curve (25% / 60% / 100%) with Day-1-effective SG&A actions for immediate visible impact.
  • Validated assumptions at field level through on-the-ground stakeholder interviews and a transparent disclosure framework for board review.
  • Delivered a board-ready model with run-rate, 5-year cumulative, and EBITDA-accretion views under standard and alternative scenarios.
  • Defined the end-state operating model and org structure for the surviving entity, with integration governance and milestone tracking.
The outcome

Tangible proof of executable strategy, with outstanding board feedback — and a conservative, defensible basis for Day-1 integration across the merger engagements.

~4,500
Aggregate 5-year synergy quantified (Rp bn)
1,900
Revenue synergy over 5 years (Rp bn)
>94%
Projected EBITDA increase vs. standalone baseline
10+
Entities across merger engagements
Consumer & Hospitality · Revenue

Property revenue optimization for a leading hospitality conglomerate

The challenge

Operational performance had stagnated — occupancy and RevPAR sat well below market potential, with positioning under-differentiated in the premium tier and planning run on rules of thumb.

Our approach
  • Diagnosed performance across operational, commercial, and competitor dimensions to find revenue leakage.
  • Reformulated positioning, value proposition, and target segments for the premium market.
  • Built a financial model with a revenue driver tree (occupancy, ADR, ancillary) and base/upside scenarios.
  • Redesigned commercial structure and accountability to match the new strategy.
  • Facilitated cross-director alignment and change management through the transition.
The outcome

Three transformation pillars — strategy, financial model, and reorganization — were executed in parallel with no operational disruption.

~100%
Revenue uplift potential identified
3
Pillars executed in parallel
0
Operational disruptions
Capability Building · People

A grounded three-step approach to capability transformation

The challenge

A multi-directorate organization faced suboptimal learning experiences, governance gaps, and skill gaps that called for a dedicated specialist track.

Our approach
  • Ran a leadership kickoff to align vision and phase-1 priorities while mapping phase-2 outcomes.
  • Held cross-functional capability-building sessions to surface pain points and aspirations.
  • Worked iteratively on the ground with co-PMs and departmental PICs, interviewing for roles and skills.
  • Identified role expectations — hard and soft skills — across the entire directorate.
  • Defined clear learning paths and an implementation plan for each role.
The outcome

Co-created genuine buy-in across every level, from staff to director — including sensitive career-path discussions.

3
Step method
100%
Stakeholder levels engaged
1:1
On-the-ground PIC partnership
Agribusiness · Transactions

Dyssynergies assessment on a major palm oil group separation

The challenge

A proposed separation of one of the largest palm oil groups risked significant value loss through material and sales dependency, regulation, and value-chain disruption.

Our approach
  • Quantified dyssynergies across the full value chain.
  • Assessed material and sales dependencies between the entities.
  • Modeled regulatory and operational disruption scenarios.
  • Sized the EBITDA impact under base and downside cases.
  • Framed the implications for deal structure and decision-making.
The outcome

Gave the client a clear, quantified basis for the separation decision.

>$200M
EBITDA loss quantified
1
Value chain assessed end-to-end
Energy · Strategy

LNG market feasibility for a leading power company

The challenge

A leading power company needed to assess its LNG procurement strategy amid uncertain global and regional supply-demand dynamics.

Our approach
  • Analyzed global and Malaysian LNG supply-demand.
  • Evaluated centralized procurement options.
  • Designed a third-party-access (TPA) framework.
  • Assessed risk-management requirements.
  • Evaluated organizational readiness for the new model.
The outcome

Delivered a rigorous basis for the procurement and organizational decision.

2
Markets analyzed (global & Malaysia)
1
TPA framework designed
Technology · M&A

Commercial due diligence for an ICT acquisition target

The challenge

A client was weighing a US$100M-plus ICT acquisition where the headline numbers looked sound on the surface.

Our approach
  • Assessed market position and demand durability.
  • Benchmarked the competitive set and its trajectory.
  • Stress-tested the target business plan.
  • Surfaced a deteriorating market position the numbers had hidden.
  • Framed the risk squarely against the price.
The outcome

Advised the client against the acquisition — protecting capital from an expensive mistake.

$100M+
Acquisition assessed
1
Clear walk-away recommendation
Financial Services · Strategy

Banking-as-a-Service strategy for a mid-tier bank

The challenge

A mid-tier bank needed a credible path into embedded finance before first-movers locked up the most valuable partner relationships.

Our approach
  • Identified the partner segments where embedded finance creates the most value.
  • Defined the product set — payments, lending, accounts — exposable through APIs.
  • Named the capability gaps across technology, risk, compliance, and partner management.
  • Sequenced the build so early wins fund the larger ambition.
  • Mapped the revenue path end-to-end.
The outcome

Produced a concrete, capability-backed path to roughly US$8M of expected revenue.

~$8M
Expected revenue mapped
1
Capability-backed roadmap
Financial Services · Execution

National sales transformation for a Top-4 bank

The challenge

A Top-4 Indonesian bank needed faster execution and a data-driven commercial engine across its branch network.

Our approach
  • Rolled out 14+ automation initiatives (P&L reporting, digital branch) in two months.
  • Built a data-driven sales system and performance cadence.
  • Developed a high-potential leads pipeline with full follow-up.
  • Designed a new organizational structure and implementation governance.
  • Optimized retail credit processes across mortgage, card, unsecured, and micro-SME.
The outcome

Lifted a branch from #20/100 to Top 2 regional with +5% transactions in three months.

14+
Automation initiatives in 2 months
2.5x
Lead-generation increase
Top 2
Regional branch ranking
Technology & Digital · Retention

Customer retention & churn reduction for a digital platform

The challenge

A high-growth digital platform was acquiring aggressively but leaking value through the back door — early-life churn was high, re-engagement was ad hoc, and no one owned the retention number. Growth spend was masking a weakening base.

Our approach
  • Built a cohort and churn-driver analysis to locate exactly where, when, and why users disengaged.
  • Segmented the base by value and risk, and defined the moments that mattered across the lifecycle.
  • Designed a retention operating system — triggers, ownership, and a weekly cadence on a single metric.
  • Prioritized lifecycle interventions (onboarding, win-back, loyalty) by expected value, not by noise.
  • Stood up a dashboard and governance so retention became a managed number, not an afterthought.
The outcome

Gave the client a clear, owned retention engine — turning a leaking funnel into a compounding base, with full follow-up on every high-value cohort.

2.5x
Qualified re-engagement pipeline
100%
Follow-up on high-value cohorts
1
Owned retention metric & cadence
Media & Entertainment · Transactions

Fundraising strategy & PMO for a landmark theme park

The challenge

Southeast Asia's largest theme park needed a refined business plan and a credible path to major fundraising.

Our approach
  • Refined the business plan and investment narrative.
  • Built the fundraising strategy and approach.
  • Set up the PMO to drive delivery.
  • Connected the asset to strategic partners.
  • Structured the path to a major capital raise.
The outcome

Positioned the asset for a US$700M-plus fundraising target.

$700M+
Fundraising target
1
PMO stood up
Public Sector · Strategy

A national growth story across six new sectors

The challenge

A mandate to redefine an Indonesia growth narrative and identify new engines of GDP growth for the decades ahead.

Our approach
  • Identified 6 new sectors, including green economy and downstream.
  • Built a five-year strategic plan.
  • Modeled the path toward an 8% GDP CAGR.
  • Defined the capability and investment requirements.
  • Sequenced the rollout across sectors.
The outcome

Delivered a credible, executable national growth roadmap to 2045.

6
New sectors defined
8%
GDP-CAGR ambition
2045
Planning horizon
Impact, Measured at Scale

The numbers behind
the credentials.

$1.8B+
In deal, transaction & value-creation scope advised
+25
Engagements delivered in the last two years
12
Industries served across Indonesia and the region
>1,200
Roles transformed across organizational engagements
Let's Begin

Your challenge could be
the next credential.

Tell us what you are facing. We will bring the same rigor, candor, and on-the-ground partnership — and a plan you can execute.

Start a Conversation → Meet the Team
Emailalvin.salim@outlook.com
Telephone+62 811 1898 902
OfficeJakarta, Indonesia