— Client Perspectives —
What clients have
said about the work
A selection of perspectives from organisations in Malaysia that have worked with Brackish & Co across different engagement types.
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Engagements completed
4.8
Average satisfaction (of 5)
8
Years in practice
94%
Clients who return
— Reviews —
In their own words
Zulaikha Azmi
Operations Director, Petaling Jaya
"We commissioned the Operational Diagnostic after our team had doubled in size in eighteen months. I expected something generic. What we got was a document that named three things we had all been circling around but hadn't quite said aloud. The interview process was handled with real care — people felt they could speak honestly, which is not always easy to achieve with an external party."
April 2025 · Operational Diagnostic
Benjamin Koh
Head of People, Kuala Lumpur
"The retrospective for our product team had been getting harder to run internally — there was a dynamic where the same three people dominated and everyone else stayed quiet. Bringing in an outside facilitator changed that. The written summary was useful in a way that our own notes never had been. One note: scheduling coordination could have been smoother, but nothing that affected the quality of the session itself."
March 2025 · Retrospective Facilitation
Siti Rohani
Communications Manager, Shah Alam
"Our internal newsletter had been running for two years without a clear structure. Contributors were inconsistent, the cadence was unpredictable, and the editor — me — was doing everything by feel. The editorial framework that came out of this engagement gave us enough structure to stop reinventing each issue, while leaving room for the newsletter to actually reflect what was happening. We have been using it for six months now."
April 2025 · Editorial Strategy
Marcus Lim
Programme Director, Cyberjaya
"We used the Retrospective Facilitation at the end of a twelve-month government-facing project. The facilitator came prepared with questions that were sharper than what we had drafted ourselves. The session surface some honest disagreements that would have been awkward to raise without that framing. The summary was accurate and quite precise about the patterns in how we had worked."
May 2025 · Retrospective Facilitation
Faridah Nordin
Managing Partner, Bangsar
"The diagnostic was thoughtful and the output was readable — which sounds like a low bar, but we have had consultants deliver things that nobody ever read. This one circulated to three people who weren't even in the interviews. The scoring I'm withholding is because one of the observations felt slightly detached from our particular context, but the other four were on point. We would use them again."
April 2025 · Operational Diagnostic
Rajan Yusoff
COO, Kuala Lumpur
"We have now commissioned three separate engagements over two years — an initial diagnostic, an editorial strategy for our monthly leadership brief, and a retrospective at the end of our ERP transition. The consistency is notable. The work quality and the way it is conducted has been the same each time, which matters when you are asking people in your organisation to engage with an outside consultant again."
May 2025 · Multiple engagements
— Case Studies —
Three engagements in detail
Case Study — Operational Diagnostic
A fintech company's decision rights problem
The situation
A 45-person fintech company in Kuala Lumpur had grown quickly. Decisions that used to be made in corridor conversations were now unclear — people were escalating things they could handle, and also handling things they shouldn't. The CEO was spending too much time on decisions that didn't require them.
The engagement
An Operational Diagnostic over two weeks, focused on decision rights, planning rhythms, and cross-team coordination. Eight interviews across functions plus observation of two standing meetings. The diagnostic document identified four specific decision points where accountability was unclear and proposed a simple framework.
What followed
Three months later the company had piloted the framework in two teams. CEO escalation frequency on operational matters had reduced, according to the COO. The document was used as a reference during a subsequent team restructure. Duration of engagement: two weeks.
"The most useful thing about it was that it was specific. Not 'you need better decision-making' but three named situations where things were going wrong."
— COO, financial technology company, Kuala Lumpur
Case Study — Editorial Strategy
A professional services firm's internal newsletter
The situation
A mid-sized accounting firm had launched an internal newsletter to share knowledge across its Kuala Lumpur and Penang offices. After eight months, the newsletter was erratic in frequency, inconsistent in quality, and three of the six original contributors had quietly stopped submitting. The managing partner wanted to keep it but acknowledged it wasn't working.
The engagement
An Editorial Strategy engagement over one week. The consultant reviewed the existing issues, interviewed the managing partner and two current contributors, and produced an editorial framework with a fortnightly publication schedule, four recurring section types, and a style note that explained the publication's purpose in plain language.
What followed
The newsletter relaunched under the new framework. Six months on, it was publishing fortnightly with five active contributors and a word count that contributors could actually meet. The managing partner noted that new staff were reading back issues to understand firm culture.
"The framework is short enough to sit on a desk and actually get read. That matters when you are asking busy accountants to write something voluntarily."
— Managing Partner, professional services firm
Case Study — Retrospective Facilitation
A regional NGO's programme review
The situation
A non-governmental organisation had concluded a two-year capacity-building programme. The programme director wanted a structured retrospective before dispersing the core team, but previous attempts to run self-facilitated reviews had produced polite, surface-level conversation that wasn't useful for planning the next programme.
The engagement
A Retrospective Facilitation with a team of nine. The consultant prepared a question framework specific to the programme's context — the relationship with the donor, the shift from design to delivery, the staffing structure in year two. The half-day session surfaced ten themes that were written up in the post-session summary.
What followed
The summary was shared with the programme's steering committee and used in the design phase of a subsequent programme. Four of the ten themes informed changes to the staffing model and reporting structure. The programme director noted that having an external facilitator had allowed the team to discuss donor-relationship tensions honestly.
"We had tried to do this ourselves twice. It is not that we couldn't identify the issues — it is that it was hard to say them to each other. Having someone outside made that easier than I expected."
— Programme Director, non-governmental organisation
— Reach Us —
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