01 — Testimonials
What clients say
about the work.
A selection of perspectives from leadership teams who have worked through one or more of the Sablehearth engagements.
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Engagements completed
4.8
Average client rating
6
Years in practice
91%
Returned for a second engagement
02 — Client Perspectives
Reflecting on the engagements
Krittika Charoenwong
Operations Director — Bangkok
"We did the decision log setup first, mostly to see how the process felt. It was more useful than I expected — not because the document itself was complicated, but because the sessions surfaced three or four disagreements we had not realised we were carrying. The consultant handled those moments well."
April 2025
Weerachai Tangtrakul
Managing Director — Silom, Bangkok
"The department charter workshop took a little longer to get started than I had anticipated — scheduling across five weeks with a full team is always a coordination challenge. Once the sessions were running, the quality was consistently good. The final charter has become something people actually reference."
March 2025
Natnicha Phongphaet
Co-founder — Ladprao, Bangkok
"We used the ten-week embedding at a point when our leadership meetings had become quite unfocused. Having someone there who was responsible for the agenda and the notes made a noticeable difference quite quickly. The closing reflection was honest and practical."
April 2025
Arthit Somkiat
Head of Finance — Sathorn, Bangkok
"The engagement letter was clear and the scope held throughout. No surprises on fees, no extension of the work beyond what was agreed. For an organisation that had had some difficult experiences with open-ended consulting arrangements, that reliability was actually the most reassuring part."
May 2025
Pimchanok Lerdwongsap
Department Head — Asoke, Bangkok
"I came in a little sceptical — we had tried to write the charter ourselves twice and both times the document had sat unused after about a month. The workshop approach is different from just drafting something on your own. The version we ended up with has stayed relevant because the team was involved in every part of writing it."
April 2025
Vorapol Rattanasin
CEO — Huai Khwang, Bangkok
"We did both the decision log setup and then the ten-week embedding about six months later. The two engagements built on each other in a way that felt natural. The consultant remembered what we had done before and referenced it where it was relevant."
May 2025
03 — Case Studies
Two engagements in detail
Case 01 — Department Charter Workshop
A logistics business with four overlapping departments
The situation
A Bangkok-based logistics operation with four departments had grown to a point where responsibilities had begun to blur. Two departments — procurement and supplier relations — were making decisions about the same vendor relationships, and neither was entirely clear which team held final authority in different types of situations.
The work
The five-week charter workshop began with the procurement department. Over four sessions, the team mapped the department's core purpose, identified the seven other departments it worked with regularly, and drafted the decision authority section — which took two full sessions to resolve properly. A revised draft was produced and signed off in week five.
The outcome
The charter clarified vendor relationship authority across both departments. A follow-on charter workshop was commissioned for the supplier relations team three months later. The procurement charter is reviewed quarterly by the department head and has been updated twice since the engagement closed.
"The sessions were not always comfortable, but they were necessary. We had been avoiding the conversation about authority for about two years. The process gave us a structure to have it properly."
— Operations Director, Bangkok logistics
Case 02 — Ten-Week Operating Embedding
A professional services firm with an unfocused leadership rhythm
The situation
A mid-sized professional services firm had a weekly leadership meeting that had gradually expanded from sixty minutes to two and a half hours, with no consistent agenda format and a pattern of the same issues being revisited across multiple sessions without resolution.
The work
The ten-week embedding began with two weeks of observation. The consultant attended meetings, took notes, and produced a short summary at the end of week two identifying the five recurring patterns that were contributing to the meetings running long. From week three, the consultant prepared agendas, facilitated discussion, and produced notes within 24 hours of each session.
The outcome
By week eight, the weekly meeting was consistently running between 75 and 90 minutes. Decision items were being closed within the meeting rather than deferred. The closing reflection identified three structural changes the team had made — agenda format, decision log use, and a standing 48-hour review period before major decisions — that the team agreed to maintain after the engagement ended.
"I would have said before this that our meetings were just the way they were. It took having someone external present to show us how much of the length was habit rather than necessity."
— Managing Director, professional services firm
04 — Contact
Reach the team directly
Phone
+66 2 374 8519
Address
248 Phra Ram 9 Road
Huai Khwang, Bangkok 10310
Hours
Mon–Fri 09:00–18:00
Sat 10:00–14:00
05
Considering an engagement?
An introductory conversation is a low-effort starting point. We can discuss your situation and whether any of the three engagements might be a sensible next step.
Get in Touch