A decade of boutique consulting, measured in businesses turned around and grown — across manufacturing, F&B, interior design, medical devices, distribution and services. A selection of engagements below.
Advanced Consultancy has delivered measurable outcomes for Singapore SMEs across manufacturing, F&B, interior design, medical devices, distribution and services — from over S$1 million in new annual revenue to doubled profit, 25–30% better margins and staff retention, and reduced customer-concentration risk. Figures are as reported per engagement; forecasts are labelled projected.
As the business and workforce expanded, they needed to identify core strengths and set up new processes and KPIs to strengthen their competitive advantage.
Business strategy development (market research, SWOT), organisational culture assessment, customer journey mapping, a new manufacturing methodology, and statistical performance-tracking tools.
Stretched staff, unclear business direction, time-consuming manual processes, no structured performance tracking, and error-prone manual scheduling.
Introduced SOPs and an automation roadmap (scheduling, job assignment, CRM), built KPI dashboards and a continuous review framework, ran staff workshops, and sharpened the marketing message.
A design-only practice for 17+ years with inconsistent revenue, low margins and limited growth; the team lacked the capabilities for higher-value projects.
Revamped the business model to add Design-and-Build services, built a feasibility and implementation roadmap, and restructured the team and processes (skill-gap analysis, compensation, workflows).
Depended heavily on a single key customer for much of its revenue, creating substantial risk, with limited diversification and market reach.
Reviewed the business model to introduce a dual-segment approach: expanded into residential direct-to-consumer, diversified industrial clients via tenders, and built partnerships with IFM and interior-design firms.
Growth had plateaued under an unchanged business model, with no structured innovation or inorganic-growth strategy despite available resources.
Reviewed the business model, established dedicated R&D and New Product Development divisions focused on healthier ingredients and trends, and built a structured M&A strategy for acquisitions in related F&B sectors.
Talent-retention difficulties, inconsistent processes, limited Malaysian market presence, and no clear strategic direction or KPI framework.
Built structured career paths, performance-based incentives and training, implemented SOPs, ran vision and KPI workshops, and created a phased Malaysia expansion plan with brand differentiation.
Poor sales-team performance from unclear direction and imbalanced incentives, insufficient role clarity, and evolved processes causing inefficiency and waste.
Human-capital consulting (reviewed sales compensation, built a hybrid tiered + gross-margin commission structure, benchmarked salaries) and process management (workflow mapping and a RACI matrix).
Stagnant revenue and limited sales capacity from a small team, with unmotivated sales designers due to inadequate compensation affecting productivity and retention.
Expanded the team with a sales designer, introduced flexible bonus and profit-sharing schemes, and used strategic planning to lift productivity, retention and revenue.
Mostly B2B with a new eCommerce arm lacking a marketing plan, fragile product packaging, a short six-week shelf life, and COVID-19 profitability pressure.
Business strategy (brand awareness, celebrity-chef collaborations), a product-launch checklist (positioning, go-to-market, promotion), and evaluated cold-storage options for overseas expansion.
COVID-19 drastically reduced demand while ride-hailing competition eroded prices, making a price war unsustainable.
Business strategy to compete on value not price (a Complete Clean Pledge programme), plus a tiered loyalty programme and a recommendation to invest in a mobile app.
Figures are as reported for each engagement; where an outcome is a forecast it is labelled “projected” or “expected”. Every engagement follows the 3S model and can often be part-funded through the EnterpriseSG EDG.
What Singapore business owners ask about the outcomes above.
Tell us where your business stands and we'll pinpoint the priorities — and whether EnterpriseSG's EDG can help fund the work.
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