About Lattice Hollow
Working Alongside Teams
Who Want Clarity
Lattice Hollow was founded on a simple premise — that many improvement efforts lose their way not through lack of effort, but through lack of a clear outside reference point.
§ 01 — Our Story
How Lattice Hollow Came Together
Lattice Hollow began as a deliberate response to a pattern observed over many years of operations work — improvement activity that had started with good intentions but gradually gone quiet. Not because the organisation was indifferent, but because the people leading it lacked a structured outside view to help them maintain direction.
The name refers to the idea of a lattice: a framework that holds its shape even when individual elements shift. The hollow in the middle is the space the team occupies — the place where the real work happens. The consulting work is the structure around it, not a replacement for it.
Based in Singapore, Lattice Hollow works with operations teams across industries where lean thinking and continuous improvement methods have been adopted but need recalibration. The engagements are kept deliberately modest in scope — a three-week stocktake, a one-day workshop, or a monthly sounding-board arrangement — so that the work is proportionate to what the team actually needs.
The approach draws on practical experience facilitating improvement work in operational settings, with a strong orientation toward written outputs and team-led outcomes. The aim is never to build long-term dependency — it is to leave the team in a better position to manage their own improvement work with confidence.
§ 02 — Mission
What Guides the Work
Clear Direction
Each engagement begins with listening. The aim is to understand where the team's effort is going before offering any view on where it might be better placed.
Straightforward Terms
Scope is defined before work begins. Pricing is transparent. There are no retainer structures that extend beyond what the team finds useful.
Team Ownership
The outputs from every engagement belong to the team and are designed to be used without further input from us. Independence is the intended result.
§ 03 — People
The Team
Reuben Ng
Principal Consultant
Reuben has spent over a decade working with operations teams across manufacturing and professional services in Singapore and the wider region. He founded Lattice Hollow to work on improvement questions at a pace that allows careful observation.
Siew Lin Tan
Operations Advisor
Siew Lin brings a background in operational change programmes across logistics and shared services. She leads the structured stocktake engagements and facilitates workshop sessions for client teams.
David Krishnan
Associate Consultant
David supports sounding-board arrangements and stocktake engagements, with particular interest in how improvement methods land in cross-functional teams and what keeps them active over time.
§ 04 — Standards
How We Work
Confidentiality as Standard
Internal materials reviewed during any engagement are treated with the same discretion as client-privileged information. Nothing shared is referenced externally.
Defined Scope Before Start
The parameters of each engagement are agreed in writing before work begins — what is included, what is not, and what the deliverable looks like at the end.
Written Outputs for Every Engagement
Verbal conversations are useful, but the team should have something portable and readable at the end of the work. Every engagement produces a written output.
Evidence-Based Observation
Assessments and summaries are based on what is observed — interviews, meeting attendance, shared materials — not on assumptions or generic frameworks applied to the team.
Data Handled with Care
Personal data collected through contact forms and client interactions is handled in accordance with Singapore's Personal Data Protection Act and our published Privacy Policy.
Ongoing Review of Practice
The way we facilitate and structure engagements is reviewed regularly against what the teams we work with find most and least useful. The methods evolve with the feedback.
§ 05 — Expertise
Lean and Continuous Improvement in Operations
Operations teams in Singapore work within pressures that are specific to the local context — tight labour markets, high real-estate costs, regulatory expectations, and a steady demand for efficiency across sectors from logistics to professional services. Improvement methodologies developed in other settings do not always transfer cleanly, and the teams tasked with implementing them often find that momentum is hard to sustain after the initial project phase.
Lattice Hollow focuses on the period after the initial implementation — the point at which improvement work either becomes embedded in the team's regular rhythm or quietly fades. The structured stocktake is designed for precisely this moment: to look clearly at what the team is doing, identify where effort has gone quiet, and produce a written picture of where focus might be better placed.
The single-team workshop addresses a different need — a specific improvement candidate that the team can see but has not yet worked through systematically. The facilitated day session moves from problem statement to options in a structured way, leaving the team with a usable output rather than a list of actions that may or may not get followed through.
The sounding-board arrangement is intended for leaders who want a regular outside perspective without the overhead of a formal consulting engagement. Two calls a month, written notes, and discreet review of materials — structured enough to be useful, light enough not to become another meeting obligation.
§ 06 — Next Step
Interested in Working Together?
A short initial conversation is usually enough to determine whether there is a useful fit. Reach out and we can take it from there.
Get in Touch