What organisations say after working with Astrolade
We let the work speak for itself. Here are perspectives from organisations across Bangkok and Thailand who have completed one or more engagements with us.
← Back to HomeFeedback from clients
"We brought Astrolade in to review our hiring process after a period of rapid growth. The report was thorough without being excessive — it described what was actually happening in our process, not a generic version of it. There were around twelve suggestions. We've acted on eight of them so far. The work took about three weeks all in."
April 2025"Our management team had seven people doing performance conversations in seven different ways. The framework we built with Astrolade didn't flatten those differences — it gave a shared structure within which each manager could still work in their own style. That balance was harder to get right than I expected, and the facilitation was what made it work."
March 2025"After a merger, our leadership team had two quite different cultures sitting alongside each other and not much common language between them. The working sessions Astrolade facilitated over those months gave us a space to have conversations we had been avoiding. The written agreements at the end were a surprise — reading them back six months later, they still hold."
April 2025"I was expecting the hiring review to find major problems. What it actually found was that our process was mostly sensible but had two specific inconsistencies that we hadn't noticed — one in how candidates were assessed at interview, one in how reference checks were handled. Small things, but the kind that can accumulate. The report was clear and easy to act on."
May 2025"The performance conversation framework is now something we actually use, which is more than I can say for the previous version we bought off the shelf. The difference was that our managers helped build it — they knew what would realistically be used and what wouldn't. The templates are straightforward and the cadence suits our organisation."
April 2025"The scope document we received before the engagement started was more useful than I expected. It forced us to be specific about what we were trying to achieve, which meant the sessions themselves were much more focused. I've worked with consultants where that clarity never arrives. Here it came first."
March 2025Engagement outcomes in more detail
A Bangkok-based manufacturing firm expanding its HR function
The organisation had been hiring around forty people per year for three years without reviewing the process that had been set up when the company was a quarter of its current size. Inconsistencies had developed across different business units, and two recent hiring decisions had created internal concerns about fairness.
Astrolade conducted six interviews over two weeks — with hiring managers from three units and four recent hires — and reviewed the job description templates and interview scoring sheets currently in use. The review took three weeks from agreement to final report.
The report identified three areas of inconsistency and recommended eleven specific adjustments. The organisation implemented nine of them within two months. Within six months, the HR director reported that the frequency of internal queries about hiring decisions had noticeably decreased.
"The report described what was actually happening — not a generic version of a hiring problem. That made it much easier to act on." — HR Director
A technology company navigating a period of rapid headcount growth
After growing from thirty-five to ninety staff in under eighteen months, the leadership team had noticed that the informal working culture that had held the smaller organisation together was no longer functioning in the same way. Decision-making had slowed, and new staff were unclear about norms that long-tenured staff regarded as obvious.
Eight working sessions over three months, each two hours long, with the seven-person leadership team. Astrolade designed each session based on what had emerged in the previous one. Written session notes were distributed within 48 hours of each meeting. The final session reviewed and ratified the accumulated agreements.
A fourteen-page set of written working agreements covering decision authority, communication expectations, and onboarding norms was completed by the end of the engagement. The CEO described it as the first document of its kind the organisation had produced. It has since been used as part of the onboarding process for all new leadership hires.
"Reading the final document six months later, I was struck by how much clarity it provided — and by how much we had needed that clarity before we had it." — CEO
Reach Astrolade directly
Saturday: 10:00–14:00 (by arrangement)
An initial conversation takes around 30 minutes and carries no commitment. We'll listen to what your organisation is working through and suggest which engagement format typically addresses that kind of situation.
Begin the ConversationCredentials and affiliations
Active members of the HR Professional Association of Thailand, maintaining current standing since founding.
Listed in the Bangkok Business Consulting Practitioners Network's recommended firms for people-practice consulting.
Minimum 20 hours per year of professional development for all consulting staff in facilitation, organisational design, and employment practice.
Ready to see what a well-scoped engagement looks like for your organisation?
Reach out and we will set up an initial conversation. No preparation required on your side.
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