What clients say
about working
with Tunas
Organisations across Malaysia have worked with us to navigate expansion, improve operations, and align their leadership teams. Here is some of what they have shared.
Back to HomeIn their own words
"The feasibility study gave our board the confidence to move forward with the expansion. It was thorough without being overwhelming — the scenario models were particularly useful for our risk discussions. We received exactly what was scoped and no less."
"Sharmila's process work on our distribution operations was genuinely revealing. Things we had accepted as normal turned out to be adding hours to every cycle. The implementation plan was practical — we have already completed the first two phases with good results."
"The leadership retreat was the most productive two days our executive team has spent together in years. Farhan's facilitation kept things moving without forcing false consensus. The personal profiles were a useful addition — two of our directors have referenced them in subsequent discussions."
"I appreciated that they asked good questions before suggesting anything. The process map for our order fulfilment workflow showed three points where we were duplicating effort. Small changes, but they have saved considerable time over six months."
"As a founder thinking about expanding to Indonesia, I had a lot of assumptions I had not tested. The feasibility study challenged several of them and redirected us to a more realistic entry sequence. Worth every ringgit."
"We brought Tunas in during a period when our senior team was not aligned on the next three years. The retreat helped us surface disagreements we had been avoiding and work through them. The outcome document gave us a shared reference point we have returned to several times."
Three client journeys
in more detail
Consumer goods company considers Thailand expansion
A Subang Jaya-based consumer goods company had identified Thailand as a potential expansion market but lacked clarity on regulatory requirements for imported goods, the competitive landscape in their category, and the realistic size of their addressable segment.
We conducted a four-week feasibility study covering Thai FDA import regulations, a competitor audit of seven comparable brands in the Bangkok modern trade channel, and customer segment sizing across three target demographic groups. Three entry scenarios were modelled with associated risk profiles.
The board approved a phased entry beginning with e-commerce before moving to physical retail — a more measured approach than their original plan. The regulatory map is being used to guide product reformulation discussions currently in progress.
Professional services firm addresses throughput bottlenecks
A Kuala Lumpur accounting firm had grown from 12 to 28 staff over three years. Processes built for a smaller team were creating delays in client deliverables, approval bottlenecks, and staff frustration — particularly during peak periods.
Over five weeks, we observed four core workflows, interviewed 14 staff members, and mapped approval chains across engagement types. We identified six high-impact changes, three of which required minimal technology change and could be implemented within two weeks.
Within three months of implementing the first phase of recommendations, the firm's average client report turnaround time had decreased by approximately 30%. The partner noted a measurable reduction in out-of-hours work during the following tax season.
Family-owned manufacturer prepares for second-generation transition
A Klang Valley manufacturer entering its second generation of family leadership had three incoming directors with divergent views on strategy, risk appetite, and how actively to pursue new product categories. Tensions were beginning to affect day-to-day decisions.
Pre-event interviews with all six participants (founders and incoming directors) surfaced the key tensions before the retreat began. The two-day programme used structured facilitation to separate values alignment from tactical disagreements, allowing both layers to be addressed in sequence.
The leadership team left with a documented set of shared strategic priorities and a decision-making framework for addressing disagreements at board level. The founders described the retreat as the conversation they had needed to have for two years but had not known how to start.
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