Client Experiences
What organisations say after working with us.
Honest accounts from leaders and teams who have worked through a Calluna engagement — what they found useful, what changed, and what they would say to others considering it.
← Back to Home60+
Organisations engaged
8 yrs
Advisory practice
4.7
Average client rating
93%
Engagements completed on scope
Client Reviews
What people are saying
Syarifah Rahimah
Operations Director · Petaling Jaya
We used the Team Health Review when our department had grown from five to eleven people over about a year. I wasn't sure an outside observer would pick up things we hadn't already noticed ourselves — but Nadia's written note identified two patterns we had named differently and two we had missed entirely. The suggestions were specific and didn't require a large change programme. We acted on three of them within the first month.
May 2025 · Team Health Review
Khairul Othman
Founder & CEO · Shah Alam
The Structure & Roles Advisory took about seven weeks from first session to final documents. What helped most was the interview process — hearing from several people in my team through an outside party surfaced things they had hesitated to raise directly. The revised structure outline gave us a document to reference when onboarding the two new hires we made shortly after. Would have been useful to start this a bit earlier, honestly.
April 2025 · Structure & Roles Advisory
Lee Chin Wah
HR Manager · Kuala Lumpur
I brought Calluna in to support a leadership team that had expanded after a merger. The OD Programme ran over about six months and covered more ground than I expected without feeling rushed. The values sessions were the most useful — we had three very different sub-cultures that had never sat together and named what they valued. The playbooks are still in use. Amir and Lena were knowledgeable and stayed in communication between sessions without being intrusive.
March 2025 · OD Programme
Fatimah Aziz
Managing Director · Subang Jaya
The team review gave us a useful external read at a moment when I was too close to the situation to see it clearly. The written note was concise and honest — it named a tension that had existed for about eight months that we had been describing in softer terms. The advisor didn't overcomplicate the suggestions. Short engagement, good value at the price point.
May 2025 · Team Health Review
Rajan Mohan
COO · Cyberjaya
We engaged Calluna for the Structure & Roles work after a period of rapid hiring. The interview process was thorough and felt safe for our staff — several people mentioned afterwards that they had felt heard. The transition checklist was practical and we used it to sequence the changes without disrupting daily operations. The only thing I'd flag is that the timeline stretched slightly due to scheduling on our end, not theirs.
April 2025 · Structure & Roles Advisory
Yusnita Nordin
Head of People · Bangsar South
Working with Calluna on the OD Programme was a longer commitment than I am used to, but the structure of it meant I always knew where we were in the process. The coaching sessions with Lena helped me as an internal owner to pick up the work and carry it forward myself once the engagement closed. That was exactly the kind of outcome I'd been hoping for but hadn't known how to ask for.
March 2025 · OD Programme
Case Studies
A closer look at three engagements
Summaries of actual advisory engagements. Identifying details have been changed at client request.
Challenge
A logistics company of around 30 staff had doubled its operations team in under eighteen months. Senior leadership was noticing coordination delays and recurring miscommunication between shift supervisors and the logistics coordinator. The managing director was unsure whether the issue was structural or interpersonal.
Approach
A Team Health Review was conducted over a single session with the operations team, complemented by a review of the existing team structure document. The findings note described three overlapping responsibilities that were creating ambiguity and identified a communication pattern that was generating information delays between shifts.
Outcome
Within six weeks, the company had clarified two of the three responsibilities, introduced a brief daily handover format, and promoted one supervisor to a coordinating role. The managing director described the review as having named what the team had been working around for months without naming themselves.
"It described our situation accurately and didn't make us feel like we were the only organisation to have had this problem."
Challenge
A professional services firm had grown from a partnership of four to a team of eighteen over five years. The founding partners still made most decisions directly, but the team had reached a size where that was no longer practical. Middle-level staff were uncertain about their authority in client-facing situations.
Approach
A Structure & Roles engagement ran over six weeks and included interviews with eight staff members across seniority levels. The revised structure separated delivery functions from business development and introduced a senior associate tier with defined decision authority. A transition checklist helped the partners delegate without creating uncertainty for clients.
Outcome
Within three months of implementing the revised structure, two senior associates had independently managed client relationships that would previously have required partner involvement. Staff in interviews had indicated they wanted more clarity on progression — the revised role summaries gave the firm a basis for starting that conversation.
"The transition checklist was the part I hadn't thought to ask for, and it turned out to be the most useful document in the whole engagement."
Challenge
An education institution with three campuses had recently centralised its people function. The new HR team was working with three campus cultures that had developed separately. Leadership wanted to develop a shared framework for values and people practices without erasing what each campus had built.
Approach
An OD Programme ran over seven months across twelve sessions. Values articulation workshops were held separately at each campus before a combined session brought the outputs together. Role frameworks were developed for the centralised HR function and coaching sessions supported the head of people in navigating campus dynamics with confidence.
Outcome
A shared values statement and people practices playbook now serve all three campuses. Campus principals reported that the process had surfaced shared commitments they had not previously made explicit. The head of people described the coaching sessions as having changed how she approached campus leadership conversations.
"We ended up with documents we actually use — not a report that sat in a folder."
Get in Touch
Reach us directly
We are based in Kuala Lumpur and work primarily with organisations across the Klang Valley and Selangor.
Phone
+60 3-4719 6082Office
Level 7, Menara Atlan
161B Jalan Ampang, KL
Hours
Mon–Fri 9am–6pm
Sat 9am–1pm
Credentials
Professional standing
MIHRM Professional Member
Active membership with the Malaysian Institute of Human Resource Management, reflecting advisory practice aligned to professional HR and OD standards.
SME Corp. Advisor Network
Contributing member of the SME Corp. Malaysia advisory network for capability development in growing businesses.
HR Asia — Recognised 2024
Listed among advisory practices contributing to people development in Malaysian organisations by HR Asia in their 2024 annual review.
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