About Us

The problem

A fast-growing Wuhan AI company had advanced social-media analytics technology but no legal presence, governance model or compliance framework to commercialise it in Southeast Asia, and it faced severe penalties under Chinese data-export law if it got cross-border data flows wrong.

Our solution

We architected a three-party governance model: Wuhan as technical centre of excellence, Singapore as regional HQ, Malaysia as delivery hub. We drafted enforceable SLAs for each country, built data-sharing rules compliant with China’s Cybersecurity and Data Security Laws and both PDPA regimes, and structured a tax-efficient service model avoiding double taxation.

The result

The alliance went fully operational on schedule and won its first regional contracts within months. The client can now bid for government and enterprise contracts requiring multi-jurisdictional data compliance, and is expanding to new markets on the same blueprint.

Closed · Alliance remains active

The problem

A Singapore trading firm spotted a time-sensitive opportunity to supply premium couch covers to US retailers, but executing it required simultaneous coordination of manufacturing in China, quality assurance in Australia, contracts and payment flows in Singapore, and customs and distribution in the US. One failure anywhere would cascade across the chain.

Our solution

We assembled and managed a four-country team: vetted Chinese manufacturers against US safety standards with penalty-backed supply agreements, established an Australian QA and consolidation hub, structured all inter-party contracts and cash-flow-aligned payment schedules from Singapore, and engaged licensed US customs brokers and logistics partners for last-mile delivery.

The result

USD 1 million in sales within the target period and a repeatable market-entry template the client now uses as its standard for all cross-border trading, with zero disputes, penalties or compliance issues at close.

Closed · Successful

The problem

A prominent Dubai developer wanted access to Singapore’s high-net-worth investors and family offices but had no local network, no market intelligence and collateral that didn’t address Singaporean investors’ expectations on transparency, legal enforceability and currency risk.

Our solution

We profiled over 500 family offices, funds and HNWIs, repositioned the client’s brand and collateral for the Singapore market, ran curated private luncheons and briefings with the client’s leadership, and set up a dedicated Singapore liaison team for ongoing investor relations and Dubai site visits.

The result

Over 5,000 credible business resources and qualified investor leads delivered, multiple high-profile investments closed, and a repeatable engagement model the client is now extending to Hong Kong and Japan.

Closed · Successful, ongoing relationship

The problem

Fragmented operations in China and Singapore created silos, double-taxation risk on intercompany payments, and no coherent governance, preventing the client from serving multinational accounts as one organisation.

Our solution

We incorporated a Singapore private limited company and registered a Wholly Foreign-Owned Enterprise in China, appointed qualified local directors with clear terms of reference, synchronised sales processes and systems across both countries, and implemented arm’s-length transfer pricing documentation validated by external auditors.

The result

A unified, tax-compliant bilateral structure with double-taxation risk eliminated, now the client’s model for further Asian expansion.

Closed · Structure remains active

The problem

A government-linked enterprise managed thousands of SKUs across multiple warehouses on a decade-old, disconnected inventory system: manual spreadsheets, stock discrepancies, missed fulfilment and no real-time visibility.

Our solution

We directed the full implementation lifecycle: needs assessment, competitive vendor selection, contract negotiation, technical integration with financial and sales platforms, complete workflow re-engineering with barcode scanning and automated reorder triggers, plus Mandarin-language training and change management.

The result

Full operational synchronisation with real-time stock visibility, discrepancies cut to negligible levels, and formal verification by management and government stakeholders, now cited as a modernisation best-practice case in the sector.

Closed and verified