Agreed before we start
Your audit committee asked a question you can't evidence yet.
The report says one number. The floor knows another. Nobody can tell you which one the board should believe — and that gap usually explains most of what has stalled. We map how the operation actually runs, find what is blocking growth, rank what it is costing you, and hand your board a plan in English and Mandarin with an owner against every item. Then we build it with you. Scope agreed before we start, in plain language. The big consulting firms quote three to four months; the plan is yours to keep either way.
Fixed scope · no change orders
On site, at your operation
A plan, with ROI · English / Mandarin
Three questions, one ninety-day window.
The deadline is rarely yours. It is set by a board, a regulator or a provincial programme, and it does not move because the evidence is not ready.
01 · AI adoption
Evidence, not aspiration
The audit committee needs to describe the company's AI position with evidence from the floor it can defend, not a strategy slide.
02 · ESG disclosure
Consolidated, not assembled by hand
Tightening mandatory sustainability disclosure needs energy, carbon and compliance data consolidated — not manually pulled from disconnected systems each cycle.
03 · Smart-factory designation
Documented AI integration
Provincial designation programmes require documented evidence of AI integration and measurable results on the floor, on their calendar.
A Shanghai-listed manufacturer engaged us on exactly this window. The three-to-four-month proposals did not fit inside it. We did it in ten, and the next phase was commissioned within two weeks.
Most people selling growth sell one method. An agency sells media, a consultancy sells a deck, a growth hire sells the playbook from their last company. We have found growth in a factory, in an online community, and in a product that hadn't launched — and the answer was different every time. On this page it is the factory: growth blocked inside, by systems nobody could reconcile.
A live hub, the floor, a room at the end, and one email ninety days later.
Before we start
The scope is agreed and it does not move
What we will look at and what you get are settled before day one. The scope does not move, and there are no change orders.
Day one
A live bilingual hub
No waiting weeks for a deck. A link in English and Chinese, filling up as the work happens. Yours as an archive afterwards.
While we are in
We come to the floor
On site, line to boardroom, every department. Not a data request and a workshop.
The readout
A room, not an email
Ninety minutes with you, your CFO and your audit committee chair. The plan is presented and argued with, in both languages.
When we are done
Your data leaves when we do
Working files deleted within seven days, with a written compliance letter for the record.
Day ninety
One email
The plan has a date against every item. Ninety days on, we send one email asking which of them actually moved — including the ones that didn't. It is the last thing you get from us, and it is not a sales call.
Four things, before anything gets built.
Map how it runs
See the real picture
We spend time on site, walk the floor, and talk to every department. We map the systems you actually use and how the work really moves, rather than how the manual says it should.
Find what to fix
Name the specific problems
We write down what is slowing you down and what is worth building on. Every item is a concrete thing your team can point to, with an owner, not a vague theme.
Size the value
What each fix is worth
We put a number on the ones that matter, so you can see which fixes pay for themselves and which to do first. If we can't measure it, we don't claim it.
Hand you the plan
A plan you can act on
You get one clear plan in priority order, written in English and Mandarin. Your board reads one version, your team reads the other. Yours to keep and run with.
Fixed scope, agreed up front. No surprises.
We agree the scope on a short call before we start, so you know exactly what you're getting. We come in and map how the business runs, find what is blocking growth, and size what each fix is worth. If you are not yet sure whether the problem is the channel or the operation, start with the questions companies ask when growth stops working. The scope is agreed before we start and it does not move, so there are no change orders mid-engagement and no upsell you didn't ask for. At the end you get the plan — and if you want it built, we build it with you. Bilingual in English and Mandarin, based in Hong Kong, working across New York and Sydney. Project data stays in your jurisdiction, working files are deleted after delivery, and an NDA is available on request — how we handle your information.
Often the first step. Never a commitment.
Audit
first
first
The audit is the easiest way to work with us. You get a clear plan you can act on without hiring anyone or signing a long contract. From there you can ask us to do the work, on a fixed-scope project, or a monthly retainer with an operating lead embedded in your team. Some take the plan and run it themselves. There is no obligation to continue.
Systems reviewed
12
across the business
Fixes found
14
confirmed with their team
Outcomes
6
with measured ROI
Plan delivered
Day 10
on site
"The findings changed our board conversation. We stopped debating strategy and started fixing specific things." — COO · under NDA
Five questions, answered straight.
Q.01 How long does the audit take?
It depends on the size of the operation, and we agree it with you before we start rather than discovering it halfway through. What is fixed is the scope — written down before we start, and it does not move.
Q.02 What do I get at the end?
A clear plan of what to fix and grow, in priority order, with what each fix is worth. It's written in plain language, in English and Mandarin, so your board and your team can both act on it.
Q.03 Do I have to keep working with you after?
No. The plan is yours to run with. You can continue — on a project to do the work, or a monthly retainer with an operating lead on your team — but that's your call, not a condition of the audit.
Q.04 Do you work in both English and Mandarin?
Yes. We're bilingual, based in Hong Kong and working across New York and Sydney. Findings are written in both languages so the board reads one version and the shop floor reads the other — neither is a translation afterthought. If the seam you're worried about sits between China production and Western sales, see the China–West version.
Q.05 How is this different from a management consulting project?
Shorter, fixed, and answerable. A consulting engagement scopes in months and runs in phases. Here the scope is agreed before we start, and it does not move. You get a plan your board can act on — and then we build it, rather than leaving. The longer comparison is here.
Waiting doesn't remove the work. It moves it.
The date is set by a board, a regulator or a provincial programme, and it arrives whether or not the evidence is ready. The only thing still open is who assembles the answer, and how long they have to do it.
01 · Assembled by hand
In the weeks before it is due, on top of the quarter
Your own team pulls the number out of systems that disagree, under the deadline rather than ahead of it. It ships because it has to. Nobody in the room is confident in it, and a committee can usually tell.
02 · Nothing gets built
Next cycle starts from the same place
A number assembled by hand has to be assembled again next year, at the same cost, by the same people. The work repeats because none of it was ever turned into a system.
None of that is a catastrophe. It is a quarter spent producing a figure nobody trusts, and then doing it again.