40+
Engagements
4.8
Avg. rating / 5
8yr
Operating in Bangkok
92%
Return for new work
WHAT CLIENTS SAY
Testimonials
Krit Pongpanit
COO, Logistics firm, Bangkok
We used the Business Model Canvas session when we were thinking about adding a new service line. I expected a lot of theory. What we actually got was a structured half-day where we talked through things we had been circling around for months without resolution. The summary that came out of it was useful — we referenced it several times during the following quarter. Not a dramatic transformation, but a useful piece of work at the right moment.
April 2025
Sunee Witthayakorn
Head of HR, Manufacturing, Rayong
The Department Charter engagement helped us work out what HR actually owns in this organisation versus what gets handed to us without much thought. Three sessions, with the consultant doing a lot of listening and a bit of redirecting when we started going in circles. The one-page reference we ended up with is pinned up in my office now. It is a small thing but it has been genuinely useful when onboarding managers.
March 2025
Thomas Chandra
Founder, Professional Services, Bangkok
We had a knowledge problem. Our two senior consultants knew everything and wrote nothing down. Stonecourt set up a system that was simple enough that people actually used it. They ran two onboarding sessions, then checked in with us over the first month. Six months later the system is still running, which is more than I expected. The consultant was honest with us when we proposed something impractical, which I appreciated.
April 2025
Niran Lertchai
VP Strategy, Retail group, Chiang Mai
We wanted a model canvas session as a way of getting the founding team in the same room for a structured conversation. It did that. The facilitator kept things moving without pushing too hard in any direction. The written summary was accurate and well-organised. I would use Stonecourt again for something like this.
May 2025
Pimchanok Buakaew
Operations Director, Tech startup, Bangkok
We did the knowledge management setup after losing a key team member who had been with us from the start. The process took about five weeks — design, onboarding, and then a month of check-ins. There was one moment where we had to revise the structure significantly because it was not fitting how we actually worked, and the consultant handled that without making it a bigger issue. We ended up with something we use.
March 2025
Marc Verhagen
MD, Trading company, Bangkok
The department charter work was done for our procurement team, which had grown from two people to eight in about eighteen months. Nobody was very clear on what procurement owned versus finance or operations. The charter we produced is not perfect but it has reduced a lot of confusion. The engagement ran for about two weeks and came in at the agreed price.
April 2025
CASE STUDIES
Detailed Engagement Stories
CASE STUDY 01 — CANVAS SESSION
Founder team at an impasse over new service direction
CHALLENGE
A four-person founding team in Bangkok had been debating whether to add a managed services offering for six months. The conversations kept revisiting the same points without reaching a decision. Two founders were in favour, two were cautious, and no-one had a structured view of how the new offering would change the business model.
SESSION
A half-day Business Model Canvas session with all four founders. The consultant ran a tailored version of the canvas focused specifically on the proposed offering — mapping how value would be created, what the cost structure looked like, and where the new model differed from the existing one. Discussion ran for about four hours.
OUTCOME
The team decided against the managed services offering for the current period, but agreed on a smaller pilot that addressed the underlying motivation. The written summary documented the reasoning, which was useful when a fifth person joined the leadership team two months later. Decision reached within one week of the session.
CASE STUDY 02 — KNOWLEDGE MANAGEMENT SETUP
Professional services firm losing institutional knowledge
CHALLENGE
A 45-person consulting firm had grown over eight years primarily through the expertise of its three founding partners. When one partner moved to a client role and another reduced hours, the firm realised that a significant portion of client methodology, relationship history, and operational knowledge existed only in those two people's heads.
ENGAGEMENT
A Knowledge Management Setup engagement over five weeks. Stonecourt interviewed senior staff and mapped what knowledge existed and where it lived. A structured system was then designed around the firm's existing tools. Three onboarding sessions were run with the eight staff who would maintain it. Monthly check-ins continued through the first four weeks of use.
OUTCOME
The system went live with entries by 14 staff in the first month. Three months later it contained documentation for 70% of the firm's recurring processes. Two new hires in the following quarter were onboarded using the system without requiring extended partner involvement. The firm owns the system entirely and has continued to maintain it.
CASE STUDY 03 — DEPARTMENT CHARTER WORKSHOP
Finance team with unclear boundaries post-restructure
CHALLENGE
Following a restructure, the finance department at a 200-person distribution company found itself regularly asked to perform functions that it had previously shared with a now-dissolved shared services unit. Ownership of financial reporting, vendor management, and budget oversight had become contested. Staff morale in the team had declined.
WORKSHOP
A Department Charter Workshop over two weeks. Two working sessions with the finance director and three senior members of the team. The consultant drafted a charter document after each session incorporating the discussion, and the team reviewed and revised it through two cycles. Final document ran to four pages with a one-page reference.
OUTCOME
The charter was circulated to the CFO and two other department heads. Several contested functions were formally reassigned based on the charter language. The finance director described the main benefit as having something in writing that both she and other departments could reference when new ownership questions came up. Engagement completed within the agreed timeframe and price.
REACH US
Contact Information
PHONE
+66 2 354 7826ADDRESS
591 Witthayu Road
Lumphini, Bangkok 10330
HOURS
Mon–Fri 09:00–18:00
Sat by arrangement
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