Experiences from Companies We Have Worked With

Challenge

A 25-year-old manufacturing company in the Klang Valley, owned by two brothers, had three adult children between them who were all working in different capacities within the business. Nobody had agreed on who would take which role long-term, and the ambiguity was beginning to affect staff morale and some supplier relationships.

What Sundara Did

Individual interviews were conducted with each of the five family members over two days. A written assessment of the current arrangement was prepared, identifying where ownership and management responsibilities were unclear or in tension. A draft transition plan was developed that proposed a structure for the following five years.

Outcome

The family used the document as a starting point for a series of structured discussions over the following three months. They amended several elements but retained the core framework. The engagement completed in four weeks at the stated fee. The family reported that having an external document made it easier to address points without it feeling like one member attacking another.

Challenge

A 60-person property services firm in KL noticed that decisions about contractor approvals and procurement were consistently slow. The senior leadership believed the process was clear; the people actually doing the work described something quite different.

What Sundara Did

Eight interviews were conducted across four levels of the organisation. The observation report described the actual decision path for three recurring decision types, identified three points where accountability was unclear, and noted one approval loop that could be removed entirely without meaningful risk.

Outcome

The redundant approval stage was removed within two weeks of the report. Two of the three accountability gaps were addressed in the following quarter. The engagement took 16 days from the first interview to delivery of the final report.

Challenge

A family-owned retail group with five outlets had been attempting quarterly planning meetings for two years. The meetings were inconsistent — sometimes two hours, sometimes half a day — and the output was usually a verbal agreement that became hard to track when people returned to their stores.

What Sundara Did

The pre-read template was adapted to the retail context and sent to the five participants a week ahead. A half-day session was facilitated on-site at their office in TTDI. The written summary was delivered 48 hours after the session, covering 12 decisions, their owners, and six open questions deferred to the following quarter.

Outcome

The company repeated the engagement for the following two quarters. The written summary became a reference document that team members checked against during the following months. The overall quarterly cycle stabilised at a half-day on a fixed date each quarter.