Client Experiences
What teams say after working with us
Honest accounts from the people who've been through our engagements — what helped, what shifted, and what they'd say to others considering it.
Back to Home60+
Teams supported
94%
Positive post-engagement feedback
4.7
Average satisfaction (out of 5)
8
Countries reached
Client Reviews
Feedback from the teams we've worked with
Zainab Azhari
Head of Operations · KL-based tech firm
"We'd been remote for almost two years and still had no shared language for how we coordinate. The Ways-of-Working session gave us three things we actually agreed on — which sounds small until you realise we'd never managed to agree on anything before."
Ways-of-Working Session · May 2025
Rajan Tharmalingam
COO · Professional services company, Penang
"The Workflow Review was thorough. The report named things I knew were problems but hadn't been able to articulate — especially around how decisions were getting stuck in our approval chain. The suggestions were practical, not theoretical."
Collaboration Workflow Review · April 2025
Siti Norhaini
People Lead · Regional NGO, Kuala Lumpur
"I was a bit sceptical that a two-hour session could actually move the needle. It did. The facilitator was well-prepared and the summary they sent afterwards was written clearly enough to share with people who weren't in the room."
Ways-of-Working Session · May 2025
Cheah Wei Lin
Senior Manager · E-commerce company, Petaling Jaya
"Our team is spread across KL, Jakarta, and Manila. The Operating Model Roadmap gave us a document we could actually use when onboarding new team leads — instead of trying to explain our quirks verbally every time."
Operating Model Roadmap · March 2025
Amirul Khairul
Founder · Digital agency, Cyberjaya
"We've tried using generic remote work frameworks from US sources and they never quite fit. The Lattica session felt different because they actually listened to how our team operates before making suggestions."
Ways-of-Working Session · June 2025
Norzafirah Fauzi
HR Director · Manufacturing multinational, Shah Alam
"The Workflow Review identified something we'd missed for months: our longest delays weren't in the work itself, but in the hand-off between teams. The improvement plan addressed that directly."
Collaboration Workflow Review · May 2025
Case Studies
Three engagements in detail
Technology firm — establishing shared norms across a 12-person remote product team
Challenge
The team had been working remotely for 18 months but still had no agreed communication norms. Status updates happened inconsistently, and it wasn't clear where decisions were being made — or who should be informed.
Approach
A Ways-of-Working Session with the full product team, preceded by a preparation call with the team lead. The session surfaced three core agreements around async updates, decision documentation, and weekly rhythm.
Outcome
Within six weeks, the team lead reported that the number of ad-hoc status pings had dropped noticeably, and onboarding a new team member had taken half the time it had previously. Total engagement time: 2 weeks.
Regional NGO — reducing meeting overload for a cross-country programme team
Challenge
The programme team was holding eight recurring meetings per week and felt constantly behind. Staff reported difficulty finding time for actual work. Some meetings had unclear purposes and no documented outcomes.
Approach
A Collaboration Workflow Review, including interviews with five team members and the programme director. The review examined meeting purposes, tool usage, and how decisions moved through the team.
Outcome
The improvement plan recommended consolidating from eight recurring meetings to five, with clearer agendas and documented outcomes. The team also moved two information-sharing meetings to async updates. Engagement duration: 3 weeks.
E-commerce company — building an operating model for a distributed workforce across three time zones
Challenge
The company had grown from 20 to 80 staff in two years, with teams now in Kuala Lumpur, Jakarta, and Manila. Coordination was still running on habits formed when everyone was in one office, and friction was increasing.
Approach
A Distributed Operating Model Roadmap engagement, including discovery sessions with the leadership team and four team leads. The roadmap covered communication norms, decision-making clarity, and a rhythm calendar suited to the three time zones.
Outcome
The roadmap and leader's guide have since been used to onboard three new team leads without additional external support. The COO noted that the clarity around decision-making authority alone resolved several recurring conflicts. Engagement duration: 5 weeks.
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