Client Perspectives
What the Work
Looks Like from Inside
The following accounts come from operations leads and improvement coordinators who have worked with Lattice Hollow across different service formats.
10+
Years in operations improvement
60+
Teams supported
4.7
Average client satisfaction (out of 5)
100%
Engagements with written deliverable
§ 01 — Client Accounts
In Their Own Words
"The stocktake was more useful than I expected, mostly because it gave us a written picture of where things stood — something we could actually point to in a team conversation. We had a sense that improvement work had slowed down, but putting a clear account of it in front of the team changed the conversation."
Lim Wei Jian
Operations Manager · Logistics · Singapore
April 2025
"We ran the one-day workshop for a team that had been sitting on an improvement idea for about six months. Having a structured facilitated day to work through it — from problem statement to options — was what it needed. The one-pager we left with got used in the next team briefing. That was the measure for us."
Priya Ramasamy
Improvement Lead · Shared Services · Singapore
March 2025
"I have been on the sounding-board arrangement for three months. The calls are short but useful — there is always something in the written notes that I return to later in the month. It is not a big commitment in time or cost, and for where I am with the team at the moment, it is the right kind of support."
Natasha Chan
Head of Operations · Professional Services · SG
April 2025
"What I appreciated about the stocktake was the meeting observation — watching two of our improvement sessions and then getting written feedback on what they noticed from the outside. Things we had normalised as a team looked quite different in the summary. The recommendations were specific, which made them actually actionable."
Ahmad Taufiq
Plant Manager · Manufacturing · Singapore
February 2025
"The workshop format was something the team found easier to engage with than I expected. They had been resistant to anything they perceived as an external fix — but the framing of 'you are working through your own problem with a facilitator' made a difference. The output was theirs, which mattered."
Sylvia Yap
CI Coordinator · Financial Services · Singapore
March 2025
"I started the sounding-board arrangement without being sure what I wanted from it. What became useful was having a consistent outside reference point — someone who was following the same thread of what we were doing across multiple months and could notice when direction had shifted. The cost is easy to justify for what it provides."
Marcus Foo
VP Operations · Technology Services · Singapore
April 2025
§ 02 — Case Studies
Engagement Accounts
Stocktake · Logistics Operations · Singapore
Challenge
An operations team of around thirty people had been running an improvement programme for fourteen months. Activity had started well but the operations manager had noticed that the number of active improvement items had dropped significantly and the team was less engaged in the regular improvement meetings than in the first six months.
Approach
A three-week stocktake was conducted, including structured interviews with six team leads and observation of two consecutive improvement meetings. The written summary mapped active versus inactive improvement items, identified three patterns in how improvement conversations were being run, and outlined four areas where the team's effort was most likely to have the most effect.
Outcome
The summary was presented to the operations manager and one team lead, then used as the basis for a broader team conversation. Within six weeks, the number of active improvement items had returned to the levels seen in the programme's first four months. The team used the summary's framing — rather than external recommendations — to re-set direction.
"Having the written picture to point to was more important than the meeting we had to discuss it." — Operations Manager
Workshop · Finance Operations Team · Singapore
Challenge
A finance operations team of nine people had identified a recurring issue in their month-end close process — a specific handoff between two sub-teams that regularly caused delays. They had raised it in improvement meetings several times but had not been able to work through it systematically because the improvement meetings were too short and too broad in scope.
Approach
A single-team workshop day was arranged. The team spent the morning on the problem statement — mapping the handoff process, identifying where the delay was actually occurring, and separating causes from symptoms. The afternoon was spent developing three options for change, assessing each against feasibility and impact. The session closed with a one-page written summary.
Outcome
The team selected one of the three options at the close of the session and assigned internal ownership at the same time. The one-pager was used at the next team briefing and the change was implemented over the following three weeks. The month-end close delay attributed to the handoff reduced by roughly half in the two cycles after implementation.
"The one-pager was sitting on the desk for the whole implementation. That's how we used it." — CI Coordinator
§ 03 — Contact
Reach Lattice Hollow
Phone
+65 9263 4815Address
47 Scotts Road, #18-08
Goldbell Towers, Singapore 228233
Office Hours
Mon–Fri: 9:00 AM – 6:00 PM SGT
§ 04 — Credentials
Professional Standing
Lean Practitioner Certification
Lean Enterprise Institute Asia Pacific — active standing
SPRING Singapore Quality Class
Organisational excellence — recognised practice
IHRP Corporate Member
Institute for Human Resource Professionals — Singapore
§ 05 — Next Step
A Short Conversation
Is Usually Enough
Reach out by phone, email, or the contact form to explore whether there is a useful fit for your team.
Get in Touch