What Clients Have Experienced Working with Us
Structured consulting work is best judged by what it enables clients to do afterward. Here is a selection of what past clients have shared.
← Back to HomeIn Their Own Words
"The vendor rationalization work was thorough in a way I hadn't expected at the price point. The supplier matrix was immediately usable by our procurement team — we started acting on the tier-one recommendations within two weeks of receiving it. The negotiation guide for our top three suppliers was particularly valuable."
Apirak Sombatpanit
Head of Procurement, Manufacturing firm, Bangkok
March 2025
"We'd tried to do a management skills review internally before and it always got complicated — people were guarded, and the process stalled. Having an external team run the diagnostic changed the dynamic. Our managers engaged more openly, and the confidential individual profiles gave several of them a useful, private starting point for their development."
Nattakan Phiriyawat
HR Director, Regional distribution company, Chonburi
February 2025
"Post-acquisition integration is one of those things that gets pushed back indefinitely because no one owns it fully. Chedi Axis gave us a structure and a timeline that forced the right conversations to happen. The phased integration plan was realistic — it didn't promise things that weren't feasible in the first six months."
Wanchai Chatratiphop
CEO, Consumer goods group, Bangkok
January 2025
"I appreciated that Praewpan was honest about what the vendor work could and couldn't achieve in three weeks. We knew exactly what we were getting. The concentration risk analysis was something our internal team hadn't fully mapped — it revealed a dependency on one supplier category that we hadn't appreciated the significance of."
Siraporn Ruangkitjaroen
COO, Food & beverage company, Bangkok
March 2025
"The management diagnostic highlighted some cohort-level patterns that we hadn't been able to see internally — partly because we were too close to it. The recommended development program design was grounded in what we actually had the capacity to implement, rather than an ambitious curriculum that would have sat unused."
Kanchana Tangprasert
VP Human Resources, Financial services, Bangkok
February 2025
"The communication playbook developed during the integration planning engagement was used almost verbatim for our employee announcements. Siriporn had a very clear sense of how to sequence information — what to say first, what to hold back until certain decisions were made. The cultural compatibility section was particularly nuanced."
Pichit Maneewong
Managing Director, Technology services group, Bangkok
January 2025
Three Engagement Stories
Procurement Cost Consolidation — Bangkok Manufacturing
The Challenge
A mid-size Bangkok-based manufacturer had accumulated 140+ active suppliers across its production lines. Procurement decisions had been made reactively over several years, leaving significant overlap, inconsistent terms, and untracked spend in several categories.
The Approach
A 3-week vendor rationalization engagement mapped the full supplier base, identified 4 high-concentration risk relationships, and categorized 140 suppliers into three tiers: retain, review, and exit. Spend analysis highlighted two categories where consolidation offered clear savings potential.
The Outcome
The procurement team used the supplier matrix as a working document over the following quarter. Within 3 months, they had initiated renegotiations with 6 priority suppliers, exited 18 low-value relationships, and reduced active suppliers by 22%. The negotiation guide shaped how the conversations were structured.
Management Layer Assessment — Regional Financial Services
The Challenge
A regional financial services firm had 24 managers at the middle layer. Performance varied considerably, but HR lacked a clear picture of where the gaps were, or whether the development investment they'd been making was reaching the right people in the right ways.
The Approach
A 5-week diagnostic engaged all 24 managers via 360-degree input from peers, direct reports, and senior stakeholders. Skills gap analysis identified four areas of cohort-level underdevelopment. Individual profiles were delivered privately. A cohort report was presented to HR without individual attribution.
The Outcome
The recommended development program — peer learning circles, two targeted workshops, and a structured mentoring framework — was adopted and implemented within the following quarter. HR reported stronger manager engagement with development activities compared to previous years. The individual profiles became the basis for several meaningful development conversations.
Integration Planning — Consumer Goods Acquisition
The Challenge
A Bangkok consumer goods group had completed an acquisition of a regional distribution business. Six weeks after the deal closed, there was no integration plan, communication to employees had been ad hoc, and early cultural friction was already creating retention concerns.
The Approach
A 10-week integration planning engagement began with a cultural compatibility assessment of both organizations. Process and systems harmonization was scoped into a realistic 18-month phased plan. A communication playbook addressed immediate employee concerns, and an organizational design for the combined entity was developed for the executive team's review.
The Outcome
The communication playbook halted the informal information vacuum that had been creating anxiety among acquired staff. The phased integration plan was adopted by the executive team and tracked against the synergy framework provided. The retention concern — which had been the CEO's immediate worry — stabilized noticeably within 6 weeks of communication improvements.
Numbers That Reflect Our Work
60+
Completed Engagements
4.7/5
Average Client Rating
8
Years in Practice
11
Industry Sectors Served
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