01 — TESTIMONIALS
What our clients say about the work.
Feedback from Singapore operations leaders who have used our process mapping, cycle time review and coaching services.
← Back to Home02 — CLIENT FEEDBACK
Engagements across Singapore operations.
"The sprint gave us a process map we could actually hand to a new team member on day one. Previously that knowledge lived entirely in one person's head. The note about gaps between our policy document and what people actually do was more useful than we expected."
Lim Nadia
Operations Manager · Financial Services · April 2025
"We used the Cycle Time Review ahead of a conversation with management about resourcing. Having the three delay contributors clearly named, with written options for each, made that conversation much more straightforward than it would have been otherwise. S$120 was well within one budget line."
Rajan Kumar
Head of Back Office · Logistics · March 2025
"I was appointed process owner for our vendor onboarding process about four months ago with very little guidance on what that actually meant day to day. The coaching arrangement gave me someone to think through decisions with before taking them to the team. The written notes have been genuinely useful."
Tan Charmaine
Process Owner · Technology Services · Ongoing
"What I appreciated was that Vellum did not try to sell us anything beyond the sprint. They documented the process, delivered the map in two weeks, walked us through the findings and that was it. Clear scope, clear output. We have since used the map for two separate audit exercises."
Soh Wei Lin
VP Operations · Professional Services · April 2025
"Our fulfilment team was consistently missing turnaround targets but we could not pinpoint exactly where time was going. The Cycle Time Review identified that approval routing was causing most of the delay — something we had assumed was a staffing problem. Useful reframe."
Ahmad Hafiz
Fulfilment Director · E-commerce · February 2025
"The participant interviews were well run. The questions were specific enough to get useful answers without prompting people to describe what they thought should happen rather than what actually happens. The final map reflected what the team told me, which is not always the case with external consultants."
Priscilla Yeo
COO · Healthcare Administration · March 2025
03 — CASE STUDIES
Engagement summaries.
PROCESS MAPPING SPRINT · FINANCIAL SERVICES
Client account opening process documented for the first time.
CHALLENGE
The account opening process had grown informally over three years. Four different team members each had a slightly different understanding of the steps involved. The discrepancy only surfaced during a compliance review.
WHAT WE DID
Two-week sprint. Interviews with five participants across the front-office and operations teams. Process map produced in BPMN notation with a short note identifying four points where practice diverged from the compliance team's expectations.
RESULT
The compliance review was resolved using the process map as the reference document. The map was subsequently used for onboarding two new team members and is maintained by the operations manager.
CYCLE TIME REVIEW · LOGISTICS
Turnaround delays traced to a single approval step.
CHALLENGE
A 47-person back-office team was regularly missing a 48-hour processing target. Management assumed the team was under-resourced. The team believed the target was unrealistic. Neither position was supported by measurement.
WHAT WE DID
Cycle time review across the full processing workflow. Data collected from team records over six weeks. Three delay contributors identified: a sequential approval step that could run in parallel, an external dependency with no tracking mechanism and a manual re-entry step that duplicated an earlier input.
RESULT
The written options report was presented to the head of operations. Two of the three options were implemented over the following month without additional headcount. The 48-hour target was met consistently for the first time the following quarter.
PROCESS OWNER COACHING · TECHNOLOGY SERVICES
Newly appointed process owner builds independent capability over three months.
CHALLENGE
A senior analyst was appointed to own the client reporting process following a reorganisation. The role was new. There was no job description and no handover from the previous owner who had left the company.
WHAT WE DID
Three months of coaching. Two calls per month, written notes after each. In the first month, calls focused on clarifying the boundaries of ownership. In months two and three, on managing a process improvement cycle and engaging stakeholders who were not in the direct reporting line.
RESULT
By the end of the third month the process owner had drafted the first version of the process map independently, established a monthly review rhythm with stakeholders and no longer needed external support to navigate the role. The coaching arrangement was concluded by mutual agreement.
04 — TRACK RECORD
Numbers from practice.
80+
Process mapping engagements delivered
4.7
Average client rating out of 5.0
35+
Process owners supported through coaching
12
Years of operations consulting in Singapore
05 — CONTACT
Reach us directly.
06 — GET STARTED
Ready to look at a specific process?
A short call is enough to establish whether our scope fits what you are working on.
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