Market Entry & Establishment · Manufacturing · Vietnam
Standing up a foreign manufacturer on the ground
Situation. A foreign manufacturer wanted to enter Vietnam but had no local entity, licensing pathway, or management structure to operate with confidence.
Approach. ZA Global coordinated the establishment sequence end to end — entry-mode and investment structure, entity and licence coordination, premises, and the first management hires — working through appropriately licensed local partners.
Outcome: a functioning local entity and management team, operational and accountable from day one.
Supplier Sourcing & Development · Consumer · Malaysia
Building a resilient, dual-sourced supply base
Situation. A consumer business carried concentration risk and inconsistent quality across a narrow set of suppliers in its Malaysian supply base.
Approach. ZA Global ran a structured sourcing and qualification programme — supplier mapping, prequalification, due diligence, and commercial negotiation against clear quality and total-cost criteria.
Outcome: a qualified, dual-sourced supplier base with reduced dependency and a stronger negotiating position.
Enterprise & Market Risk · Inbound Investment · Southeast Asia
De-risking a new-market commitment
Situation. An investor was weighing a significant commitment to a new market and needed to understand and govern the exposures before proceeding.
Approach. ZA Global conducted a market and enterprise risk review — surfacing commercial, operational, regulatory, and partner exposures — and built an enterprise risk register with a governance cadence.
Outcome: an owned risk register and governance rhythm, giving the board a clear, defensible basis for its decision.
Profitability & Transformation · Industrial · Malaysia
Restoring margin in a plateaued operation
Situation. An established industrial business had seen growth stall and margins erode, and needed more than another analysis to turn it around.
Approach. ZA Global led a turnaround diagnostic across pricing, cost-to-serve, and the operating model, then worked alongside management to implement the priority moves and a performance-management cadence.
Outcome: a clear margin-improvement roadmap in execution, with governance to hold the gains.
Commercial Excellence · Regional · Singapore
Rebuilding a go-to-market and pipeline
Situation. A regional business was growing without a disciplined commercial engine — unclear segmentation, inconsistent pricing, and an unmanaged pipeline.
Approach. ZA Global reset the go-to-market — customer segmentation, channel and pricing discipline, key-account management, and pipeline governance — and built the commercial cadence to run it.
Outcome: a governed pipeline and pricing discipline, with commercial accountability embedded in the leadership rhythm.
Organisation & Leadership · Regional Group · Southeast Asia
Building a country management team to scale
Situation. A regional group scaling into a new market needed a credible country management team ready to lead, not merely to fill roles.
Approach. ZA Global advised on organisation design and the leadership build — defining the mandate, role architecture, and recruitment, then setting the operating cadence for the new team.
Outcome: a prepared country management team with clear ownership and the operating discipline to run at scale.