What clients say about
working with us
These are honest accounts from business owners and senior leaders who have engaged us across our three consulting arrangements.
Return to HomeYears in Practice
Client Relationships
Average Client Rating
Retreats Facilitated
Client reflections
"The Annual Companion arrangement has become something I rely on. Richard has a way of asking the question that reframes a situation — not dramatically, just in a way that makes the next step clearer. After eight months I find I think about decisions differently even when we are not in session."
Wiroj Suanthong
Managing Director, Bangkok
March 2025
"We used Parchwood for a two-day strategic retreat in February. The preparation process was thorough — they spent time understanding what each member of the leadership team actually needed from the retreat rather than imposing a generic agenda. The room felt different as a result. More honest, less performative."
Kanlaya Petchara
CEO, Manufacturing Group, Chonburi
February 2025
"The Correspondence Arrangement suits how I work. I am not someone who finds long meetings productive, but I do think clearly when I write. The replies are measured and engaged — not rushed responses. There have been months where nothing significant was exchanged and others where we worked through a real question over several letters. The flexibility matters."
Thomas Nguyen
Principal, Professional Services, Bangkok
March 2025
"What I noticed after about six months was that the monthly conversations began to feel necessary rather than optional. That is probably the best sign that something is working. We are going into our second year and I do not imagine not having this arrangement."
Siriporn Jitaree
Owner, Hospitality Group, Phuket
April 2025
"The retreat facilitation was clearly prepared carefully. Our leadership team spent the first quarter of the day feeling more honest with each other than we had in a long time. The written summary afterwards was precise and useful — we referenced it regularly over the following months."
Arthit Krongkaew
CFO, Technology Firm, Bangkok
January 2025
"I was initially uncertain whether a consulting arrangement conducted entirely by correspondence would be substantive enough. It has been. The replies are not quick notes — they are careful responses that engage seriously with what I have written. It has changed how I approach writing about our business situation."
Malee Lertsiri
Founder, Retail Business, Chiang Mai
February 2025
Client journeys in depth
A family business navigating succession planning
The Challenge
The second-generation owner of a mid-sized manufacturing business in Samut Prakan was approaching a period of transition. The founder had not formally handed over leadership. The assumptions between the two generations had never been made explicit, and a poorly managed transition risked straining both the family relationship and the business.
The Approach
Over fourteen months of monthly conversations and quarterly working sessions, we helped the second-generation owner develop clarity about his own ambitions and approach before engaging his father directly. Written reflections between sessions helped him articulate positions that had previously remained half-formed. We did not mediate — but the thinking done in our sessions informed more productive direct conversations.
The Outcome
A succession plan was agreed between the two generations within the arrangement period. The business restructured its leadership team with reduced overlap and clearer accountabilities. The client renewed for a second year to work through the implementation phase.
"The sessions gave me the space to think about what I actually wanted, which was something I had not done properly. That clarity made the conversations with my father much more straightforward than I had expected."
— Second-generation owner, manufacturing, Samut Prakan
A technology firm's post-merger leadership alignment
The Challenge
Following the merger of two Bangkok-based technology firms, a leadership team of six faced the common post-merger difficulty: two cultures, two sets of assumptions about how decisions get made, and a combined team that had not yet found its working rhythm. A retreat was planned but the organising leader was reluctant to facilitate it herself while also trying to contribute as a participant.
The Approach
We held three preparatory conversations with the organising leader over six weeks before the retreat, understanding the individuals, the history of the merger, and the particular tensions present. The two-day retreat was structured to allow both honest exchange about the difficulties of the merger and forward-looking discussion about how the combined team would operate. Facilitation focused on creating conditions for honesty rather than producing outputs.
The Outcome
The team left with four shared decisions documented and a set of working agreements that addressed the most common friction points. Three months later, the organising leader reported that two of the four decisions had been implemented and the third was in progress. The team returned for a follow-up half-day session six months later.
"Having someone else hold the room meant I could actually be in the conversation instead of managing it. That made a significant difference to both the quality of the day and to my own relationship with the rest of the team."
— CEO, technology firm, Bangkok
A founder working through a market positioning question
The Challenge
The founder of a professional services firm in Chiang Mai had built a successful practice over eight years but felt increasingly uncertain about which direction to take the business. Two plausible paths had emerged — one consolidating the current model, another expanding into an adjacent service area — and she found she needed to think through the question carefully before acting.
The Approach
The Correspondence Arrangement suited her preference for written thinking. Over eleven months, approximately two to three exchanges per month, she worked through the question systematically — examining her own motivations, the risks of each path, and the operational implications. Several exchanges focused on a specific aspect (pricing model, staffing implications, client concentration risk) before the broader question crystallised.
The Outcome
She chose the consolidation path and spent the subsequent year deepening rather than broadening the practice. Revenue per client increased by approximately 30% over the following year. She continues the arrangement as a space for ongoing strategic reflection.
"Writing about the question forced me to be precise in a way that I had been avoiding. The replies helped me see what I had not yet addressed. It was not that the answers came from elsewhere — I arrived at them myself, but the exchange created the conditions for that."
— Founder, professional services, Chiang Mai
Reach us directly
Telephone
+66 2 742 3618Address
185 Ratchadaphisek Rd,
Huai Khwang, Bangkok
Hours
Mon–Fri: 9:00–17:30
Sat: 10:00–13:00
Professional standing
Thailand Business Advisory Recognition
Bangkok Chamber of Commerce, 2023
Certified Facilitation Professional
International Association of Facilitators
SEACEN Leadership Forum Member
Since 2018
Add your own experience
The initial conversation carries no obligation. We meet to understand your situation and see whether there is a reasonable fit. If there is, we proceed. If not, we say so honestly.
Begin a Conversation