01 — COMPANY
Process work that respects your team's time.
Vellum was founded in Singapore to address a specific gap: organisations that needed structured process work but not a large consultancy engagement.
← Back to Home02 — OUR STORY
Founded on a practical observation.
Vellum started from a simple observation made across several Singapore organisations: the people doing operational work often have a clear sense of where things break down, but no straightforward way to document it, measure it or hand it to someone who can act on it.
The business was set up to fill that space. Not as a large engagement with multiple consultants and a three-month timeline, but as a small, focused practice offering defined services at stated prices. A process map delivered in two weeks. A cycle time review with three named contributors. A monthly call with someone who has done this work before.
The name refers to a surface made for careful, considered writing — an appropriate description of what process documentation should be: readable, durable and made to be used rather than filed.
We work primarily with back-office and operations teams in Singapore, across industries including financial services, logistics, professional services and technology. Engagements are conducted in English and sized for teams that do not need an extended consulting relationship to get value from structured process work.
OUR MISSION
Make process work accessible.
Structured process documentation and cycle time analysis should not require a large budget or an extended engagement. Vellum prices each service to fit a single line item.
Leave something useful behind.
Every engagement produces a deliverable your team can use, update and hand to the next person without depending on us to interpret it.
03 — TEAM
The people behind the work.
Marcus Soh
Principal Consultant
Over twelve years working on process documentation and operational improvement across Singapore financial services and logistics firms.
Priya Tan
Process Analyst
Specialises in cycle time measurement and delay analysis for back-office teams. Background in operations research from NUS.
Rajan Lim
Coaching Lead
Works with newly appointed process owners across technology and professional services firms to build independent process management capability.
04 — STANDARDS
How we conduct our work.
Standard notation
All process maps are drawn in BPMN-compatible notation. Any competent business analyst can read, edit and extend them without proprietary tools.
Confidentiality
Client materials — maps, notes, documents — are not shared with or referenced in other engagements. This is stated in each engagement agreement.
Defined timelines
Sprint engagements have a stated end date. We do not extend scope without a separate agreement and do not invoice for work outside the original brief.
Interview-based method
We document how processes actually run, not how they appear in policy documents. This requires interviews with the people doing the work, not just process owners.
Published pricing
Prices are stated publicly and cover the described scope. There are no variable fees tied to outcomes or add-ons introduced mid-engagement.
PDPA compliance
Data collected during engagements is handled in accordance with Singapore's Personal Data Protection Act. Client data is not retained beyond the engagement period.
05 — VALUES AND APPROACH
Operational clarity as a business asset.
Operations teams in Singapore often carry process knowledge that exists only in people's heads. When those people move roles or leave, the knowledge goes with them. Process documentation is not a bureaucratic exercise — it is a transfer of operational knowledge into a form the organisation can own and maintain.
Vellum's work sits at the practical end of process consulting. We are not selling transformation. We are offering focused, bounded work that gives your team one fewer thing to worry about: does anyone actually know how this process runs, and can we prove it?
The cycle time review is a similar instrument. Knowing where a process loses time is not the same as knowing what to do about it. We name the contributors and present options — the decision about which path to take remains with your team, which is the appropriate arrangement.
Process owner coaching addresses a specific transition that many organisations handle poorly. Appointing someone as a process owner without support is common; giving them access to someone who has navigated the same responsibilities before is less so. The arrangement is deliberately low-volume — two calls a month, written notes — to respect the time of someone already carrying a full operational load.
06 — NEXT STEP
Have a process you want to look at properly?
A short conversation is the best way to establish whether one of our engagements fits what you need. No commitment required.
Get in Touch