The model works in Singapore. Now it has to work across ASEAN.
We search for, vet and match the senior operators a Singapore scale-up needs for its regional push, from our collective of 800+, embedded for the share of the week each role needs. The product is fine; the infrastructure under it was built for one market.
What changes when a Singapore company scales into the region
You are too large for start-up informality, yet not ready to justify a full-time executive in every function, especially across several markets:
Each market adds its own rules
Moving into Indonesia, Malaysia, Thailand or Vietnam brings different commercial norms and ways of working at once, and processes that suited one market start to fail.
Finance has to grow up
Several entities, cross-border reporting, regional cash forecasting and board packs: a seed-stage finance function becomes a real risk at Series B.
Revenue needs a system
Growth that came through the founder's Singapore network needs a repeatable engine in each new market: a clear customer profile, pipeline by market and local demand.
People and culture across borders
A good hire in Jakarta looks different from a good hire in Bangkok. Attrition, culture across offices and performance management across countries compound quickly.
Technology choices matter more
Architecture that worked for a Singapore user base strains at regional scale, and data rules differ by market. Today's decisions play out over years.
The leadership that built the business in Singapore is not always the leadership that takes it across ASEAN. What worked with fifteen people in one market stops working at sixty across four.
Who this is for, and who it is not
Best for
- Companies that have outgrown founder-led informality but cannot yet fund a full C-suite
- Finance functions that need to become board and investor grade
- Revenue still riding on founder relationships rather than a repeatable engine
- Teams and culture straining as headcount climbs past what informal management holds
- Leadership gaps that would stall growth if left open for a full hiring cycle
Not for
- Early startups still searching for product-market fit
- A single function a ready full-time executive should already own
- Businesses wanting advice on a deck rather than an operator in the work
- A one-off project better suited to a specialist contractor
Why regional scale-ups brief us
Scaling across markets usually needs more than one senior operator, and governance around all of them.
Two leaders, one plan
Start with two fractional executives working together, sharing context on each market and accountable to each other, and add specialists as the plan develops.
Regional experience, matched
Where the brief calls for it, we search for operators who have scaled businesses in Indonesia, Malaysia, Thailand or Vietnam and know the practical steps into each.
A collective that joins the dots
A COO designing a regional operating model can test the financial implications with a CFO in our collective; a CMO can check market-by-market constraints with a COO.
Continuity through the search
A leadership gap hurts most mid-expansion. If an executive leaves, we cover the transition and re-run the search with the regional context we already have.
From diagnostic to infrastructure that scales with you
Our process runs at the pace of a scaling company, not a hiring cycle.
Scale diagnostic (weeks 1–2)
Map the current state: operational stress points, financial infrastructure gaps, commercial engine gaps, people risks.
Engagement design (weeks 3–4)
Design the right fractional leadership configuration, which roles, what scope, what priority sequencing.
Infrastructure build (month 1–3)
Fractionals embed: operational systems, financial infrastructure, commercial engine design, people frameworks.
Adapt to the growth (ongoing)
As you grow, we adjust the configuration. The goal is always the right leadership for the current phase.
What changes in the first 90 days
A scale-up engagement is judged on what moves early. These are the shifts a fractional operator is there to make.
The scale-up leadership team
Senior operators matched to work as one leadership team across Singapore and ASEAN.
Leaders who have scaled
