Fixed · no surprises
Your China plant and your Western sales office disagree. Both have data.
If you run a brand with operations at both ends — sourcing or production in China and APAC, sales and fulfilment in the West — the costly problems usually hide in the seam between them. This is a short engagement with a hand-over at the end. We come in, map how work actually flows across that seam, and hand you a clear plan: what is leaking, where, and what to fix first.
This is the same job, pointed at the China–West seam. Same method, same agreed scope — growth blocked inside an operation that runs at both ends of a corridor.
The person who scopes your engagement has carried the numbers on both ends of the China–West seam, and is the person who runs it. We work in English and Chinese, from Hong Kong, across New York and Sydney. Boards commission this against a fixed window — ESG disclosure, an audit committee asking for evidence, a smart-factory designation. Start here on a project; an operating lead can stay on your team afterwards.
The China–West seam
A clear plan + a live readout
English & Chinese
A plain-language plan you can act on the same week.
You get one clear plan, not a twenty-slide deck. Every problem we find is named with where it sits, a suggested owner, and a sense of the time or money at stake. Here is the shape of what typically shows up across a China–West operation.
Where it happens
XB What breaks
$ What it costs
FULFILMENT HANDOFF
Order data re-keyed by hand between the China 3PL and the US store, with no shared record
Wrong shipments, reship costs, and hours spent reconciling
INVENTORY VISIBILITY
Western demand reaches the APAC planner days late, over spreadsheets and chat
Stockouts on one side, overproduction on the other
APPROVALS
Pricing and promo sign-off bounces across time zones with no clear owner
Days lost on every cross-border decision
COST OF GOODS
Landed cost worked out after the fact, not at the order
FX, duty, and freight drift that quietly eats margin
Illustrative only. Your plan reflects your actual operation.
See a sample plan
Scope agreed before we start. A plan, a live readout, and a hand-over.
Fixedscope
AGREED BEFORE WE START · IT DOES NOT MOVE
You get a clear plan of where your China–West operations leak time and money, walked through live with your team — in plain English and Chinese, scoped and run by the same person.
Three steps, start to plan.
01
Start
Fit-check, then a short intake
We check fit first — if the audit won't give you something useful, we say so and don't take it. Once we're both in, you spend about 45 minutes telling us your footprint, your systems, and the questions you most want answered.
Fit confirmed · intake done
02
Map
We map the seam
We work through how orders, inventory, cost, and decisions actually move between your China or APAC side and your Western one. We find where the handoffs break, discard what doesn't hold up, and put a number on what does.
Problems found & sized
03
Readout
We hand you the plan
A one-hour call where we walk your founder and team through it live — what leaks, where, and what to fix first. You get the written plan the same day, in plain language you can act on.
Plan delivered · readout done
For brands that already run across China and the West.
A GOOD FIT
- Brands running operations across China or APAC and Western markets
- A real cross-border seam — sourcing, production, fulfilment, or demand split across the two sides
- Teams already making revenue who can feel time and money leaking but can't yet point to where
- Founders who want a clear answer fast, before deciding how much to change
NOT A FIT
- Pre-revenue companies — there isn't yet an operation to audit
- Single-market businesses with no cross-border seam
- Teams that want us to build and run the fix on day one, not map it first
- Anyone who needs a full rebuild rather than a focused look at the seam
Want the wider view first? See how we think about cross-border operations, or the broader operations audit if your leaks aren't only at the border.
Someone who has run the seam, not a consultant describing it.
We're a growth studio working across Asia and the West. Whoever audits your operation has run one, carrying real numbers at both ends of the China–West corridor — and is the person who scoped it. Prior work spans a global consumer brand's fan-loyalty pilot and two consumer products grown from zero. A management consultancy would quote three to four months and a large bill for the same question, and hand back a deck; here you get a plan with owners on it, and then we build it.
01
A Shanghai-listed manufacturer
We mapped how the business actually ran, reviewed 12 systems and found 14 fixes — 6 of them with measured ROI. We handed the board a plan with an owner against every item, and the next phase was commissioned within two weeks. It's the same approach, scoped tighter, that we bring to a cross-border seam.
02
Both ends of the corridor
The plan lands because it's written from both ends of the handoff: the way decisions get made, escalated, and approved in a Chinese operation and a Western one, not just the language. Bilingual, based in Hong Kong, working across New York and Sydney.
03
We go to the floor
On site, line to boardroom, at both ends of the seam. The plan reflects how the operation really runs, not how a slide says it should — and the working files are deleted within seven days, with a written compliance letter for the record.
04
A live bilingual hub from day one
No waiting weeks for a deck. A link in English and Chinese, filling up as the work happens, so both ends of the seam are reading the same thing at the same time. Yours as an archive afterwards. At day ninety we send one email asking which items actually moved — it is not a sales call.
The disagreement doesn't resolve. It escalates on a schedule.
Two sides, two sets of data, no agreed book of record. Waiting does not change which number is true. It changes how many people have argued about it by then.
01 · Settled by escalation
Whoever escalates last wins the number
That is a habit rather than a process, and it produces a different answer depending on who is in the room that month.
02 · Each side keeps its own
The workaround outlives the problem
Once a team has been overruled by a figure it believes is wrong, it builds a spreadsheet it trusts. Now there are three books of record instead of two.
The seam is where the cost sits, and it does not close on its own.