Management consultancy · Singapore
Management consultancy for how your firm wins work: business development, marketing, and who runs both. For firms of 6 to 60 fee earners in Singapore.
The diagnosis
Three symptoms. One cause.
01
Selling happens in the slack
Selling is unbillable. A good year leaves no time for it. A bad year leaves plenty, and no pipeline.
02
The function is a cost line partners vote on
Business development and marketing are costs the partners pay from their own money. Under-led, under-funded, first out when the year tightens. The people go. The work stays.
03
Nobody owns the AI question
Your people already use it. Pitches, client updates, anything with the firm’s name on it. Confidentiality, personal data, publicity rules. Nobody has written down who answers for the output.
Underneath all three: nobody owns business development. No owner, no reviews, nobody accountable, nothing written down. Hire a marketing executive into that and there is nothing for them to run.
Who you'll work with
I ran digital and marketing technology inside a global law firm, as Associate Director of Marketing: the website, the CRM, the systems the firm paid for. Partner governance, fee earners as internal clients. 12+ years in Singapore. PMC accredited (SBACC), CAIG certified (NTU).
I lead each engagement myself. No junior team, no white label, no hand-off. What lands at your firm is what I made.
6–60
fee earners. Below that, nothing to design. Above it, you already have a marketing director.
12+
years in Singapore. The regulator, the grant regime, the referral networks. You cannot read this market from outside it.
PMC
Practising Management Consultant, SBACC. Grants fund management consultancy; PMC is what makes this management consultancy. Enterprise Singapore decides what qualifies.
The arc
Three stages. Each ends in something the partners can act on.
Stage 01
Stage 02
Stage 03
The four engagements
01
For the managing partner who wants facts first
Four weeks. How work arrives, where it leaks, what your people are doing with AI on client work. Written, evidenced, ends in a recommendation.
How it works
02
For a firm that has decided business development needs an owner
Twelve to sixteen weeks. Business development designed, stood up with your people in it, and handed over. You decide at week six.
How it works
03
For partners who have to sell
How partners sell, what happens to a referral, AI with clients without exposing the firm.
How it works
04
For a firm that runs its own business development
After handover. Half a day each quarter before the management committee meets. No grant needed.
How it works
Funding
Diagnosis, gap analysis, the design of the function, the rules the firm then runs on. Not execution. Until 29 September 2026 the scheme is EDG: up to 50% of eligible consultancy costs for SMEs, and the consultant must hold PMC accreditation. I do. Applications in before 30 September are assessed under those rules and run to completion.
A new programme, EDGE, replaces it on 30 September. Its terms for consultancy are not published yet, so nobody can tell you today what it will pay for this work. Enterprise Singapore decides what qualifies, not me.
Written down
Governance, personal data, and what the software you pay for is costing you. Singapore-specific.
PDPA · 10 min read
PDPA Compliance for Firms
Your client list is personal data. Nine obligations, an eight-step checklist, and the business contact exemption most firms misread.
Read the essay
AI Governance · 10 min read
AI Governance Framework
Your people use AI on client work. Has anyone written down how? IMDA, PDPC, ASAS, eight risks, a one-page policy.
Read the essay
MarTech · 8 min read
MarTech Audit Framework
Half of what the firm pays for marketing software goes to tools nobody uses. A five-step audit one person runs in a week.
Read the essay
Thirty minutes. Tell me how work arrives at your firm. If I am the wrong fit, I will say so and tell you who is.