What our clients say about working with Tessaro
We let the work speak for itself. These are accounts from organisations that have engaged us across our three service areas.
Back to Home140+
Organisations served
4.7
Average satisfaction
11
Years in practice
68%
Return clients
From the organisations we have worked with
"We came in thinking we had a communication problem. The alignment programme helped us see it was actually a priorities problem — two directors had fundamentally different views on where the business was heading, and no one had ever surfaced that clearly. The scorecard gave us language for a conversation we had been avoiding for over a year."
Kevin Lam
Managing Director · Trading company, Kwun Tong
March 2025
"The financial diagnostic was not what I expected. I thought it would be a glorified audit. It was much more useful than that — the consultants identified three patterns in our cost structure that I had looked at for years without properly understanding. The scenario modelling was sobering, but it was exactly what we needed to make a decision we had been putting off."
Winnie Chan
Founder & CEO · Food & beverage, Sham Shui Po
February 2025
"We were planning a significant system migration and wanted an outside view before committing. The change readiness assessment flagged two departments that were simply not ready — not resistant in any hostile way, just under-resourced for the additional demands. We adjusted the rollout sequence accordingly and the migration went far more smoothly than our previous attempts had."
Thomas Ng
COO · Professional services firm, Central
January 2025
"What I appreciated most was how direct they were. We had worked with larger firms before and spent a lot of time decoding what they were actually saying. Tessaro told us clearly what they found and what they recommended. The closing session was the most productive two hours our board had spent in months."
Alice Mak
Board Chair · NGO, Wan Chai
March 2025
"The leadership alignment work was genuinely useful, though I will say it requires everyone involved to approach the sessions with an open mind. Our senior team did, and we came out of it with a much clearer picture of where we agreed, where we did not, and how to make decisions in the grey areas. The protocols have been in regular use since."
David Yuen
General Manager · Manufacturing group, Tsuen Wan
February 2025
"The financial health diagnostic confirmed some things we suspected and highlighted one issue we had completely missed. The plain-language report made it straightforward to share findings with non-financial colleagues. We have already acted on two of the three strategic options outlined and are better for it."
Grace Cheung
Finance Director · Property consultancy, Causeway Bay
January 2025
Three engagements in more detail
When growth exposes cracks at the top
The Situation
A logistics company with forty staff had grown quickly through two founders who had complementary skills but increasingly divergent views on investment, hiring, and risk. Tension was beginning to filter to middle management.
What We Did
We ran the Leadership Alignment Programme over four weeks, using individual pre-session surveys followed by three facilitated sessions that brought the founders into structured dialogue about their real priorities, not their stated ones.
The Outcome
The alignment scorecard revealed that the founders agreed on end goals but disagreed fundamentally on pace and approach. They used the protocols developed in the programme to formalise a decision-making framework that has held for over eighteen months.
"The protocols are not a magic fix — but they gave us a structure to have the hard conversations before they became hard problems."
Profitability on paper, pressure in practice
The Situation
An owner-managed retail business was reporting steady profit but found itself regularly short of operating cash. The owner had assumed it was a seasonal pattern and had been managing around it for three years.
What We Did
We reviewed eighteen months of accounts, interviewed the operations and finance leads, and mapped cash conversion cycles across the three main product lines. The pattern became clear within the first week of analysis.
The Outcome
The diagnostic identified that one product line was consuming capital at a rate inconsistent with its margin contribution. The health report outlined three options — including an exit from that line. The business chose a partial exit and the cash position stabilised within a quarter.
"Three years of managing the symptom. Tessaro found the cause in three weeks."
Not whether to change, but when and how
The Situation
A professional services firm of sixty staff was planning to shift its billing model from hourly to project-based fees. Leadership was aligned on the strategy but uncertain whether the operational and cultural conditions were right for a full rollout.
What We Did
We ran staff surveys, structured interviews with department heads, and a cultural pulse check focused on attitudes to uncertainty and workload change. The readiness index was scored across six dimensions.
The Outcome
Two departments scored well below the threshold on change capacity. The mitigation plan recommended a phased rollout starting with the three highest-readiness teams, with specific support measures for the lagging departments. The transition is now eleven months in with no major disruption.
"The assessment told us it was the right change — but not yet for everyone. That distinction saved us from a very costly mistake."
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+852 2581 7043Address
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18 Westlands Road, Quarry Bay
Hours
Monday – Friday: 9:00 am – 6:00 pm HKT
"A practice that does what it says it will do, without fanfare."
— Recurring Tessaro client, 2024
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