We don't curate only the best. These are representative accounts of how engagements have gone — what worked, what could have been sharper, and what clients took away.
← Back to Home"The Business Model workshop challenged some assumptions we'd carried for years without examining. The facilitator was direct — sometimes uncomfortably so — but the output gave us three genuinely different directions to evaluate. We chose one and are eight months in. It's holding up."
"We engaged abeerdeenl for the Regulatory Compliance Roadmap ahead of some changes coming in 2026. The timeline they produced was detailed and realistic — it helped our board understand what was coming and gave the compliance team something to work from. The written format made it easy to circulate internally, which mattered."
"Facilities management had been a blind spot for us for a long time. The benchmarking alone was worth the engagement — we hadn't realised how far above market rate our current setup was running. The strategy document gave us a clear basis for renegotiating with our FM provider."
"What stood out was the consistency — the same person who did the scoping call led the workshops and signed off the final document. That kind of continuity is genuinely unusual. The Business Model work gave our leadership team a shared framework for a conversation we'd been avoiding for two years."
"The regulatory roadmap was useful and the process was professional throughout. I'd have liked slightly faster turnaround — the 8-week timeline stretched a little — but the final document was thorough and well-structured. The 60-day follow-up call was a nice touch; we used it to clarify three implementation questions."
"I appreciated that they told us the scope we'd initially proposed was too vague to get good value from. That honesty early on — before we'd agreed anything — meant the final engagement was better defined and more useful. Not every consultant would do that."
Three anonymised accounts of how engagements unfolded and what they produced.
A mid-sized financial services firm had maintained stable operations for a decade but had seen no meaningful revenue growth in four years. Leadership had differing views on whether the problem was market, product, or execution.
The engagement mapped the firm's current business model against three market alternatives, surfacing a mismatch between their client acquisition approach and the segment they were actually serving well. The workshop produced two alternative model prototypes for evaluation.
The firm selected one prototype and initiated a repositioning over 12 months. At the 60-day review, implementation was on track. Revenue reporting at the time of writing remains pending.
A property management group's board had received conflicting guidance on upcoming SFC and building management ordinance changes. There was no shared understanding of timelines or what preparation was needed.
A 6-week engagement produced an 18-month regulatory timeline with an organisational readiness assessment against each milestone. Accountability for each item was mapped to specific roles within the group.
Board alignment was achieved within two weeks of the final document being issued. Three high-priority actions were initiated immediately, and the roadmap became a standing board agenda item.
A professional services firm suspected its facilities management arrangement was inefficient but lacked the evidence to act. Anecdotal feedback from staff was mixed and management had no clear view of what good FM should cost for an organisation of their size.
The engagement benchmarked FM costs against six comparable organisations in the HK market, assessed the current service delivery model, and evaluated three restructuring options including partial outsourcing.
The benchmarking revealed FM costs running approximately 28% above comparable operations. The strategy document provided a roadmap for renegotiating the existing contract with evidence. Renegotiation achieved an estimated 22% annual saving.
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