Operators who became
consultants.

Alvin brings more than a decade of experience delivering consulting work across strategy, implementation, and transactions. He is also an active investor and advisor in B2B and B2C product and service businesses — bringing a practical perspective shaped by direct, day-to-day operational involvement.

He was previously a management consultant at a leading global strategy firm (MBB), focused on financial institutions, where he led large-scale strategic initiatives. Earlier, he was an associate at one of Indonesia's oldest private equity firms, leading deal sourcing in public-private partnerships, and began his career at a global commercial bank — among the youngest there to be promoted to manager.

• Organizational transformation for one of Indonesia's largest state-owned banks — a unified IT operating model across 8 divisions, 12 specialist capabilities, and impact to 400+ roles, with a client rehire for follow-on work.
• National sales improvement plan for a state-owned bank, with ~US$5M of bottom-line uplift potential.
• Banking-as-a-Service strategy for a mid-tier Indonesian bank, with ~US$8M of expected revenue.
• Sales operating-rhythm design for a mid-tier bank, targeting a 20% revenue increase.
• Redefined an Indonesia growth story across 6 new sectors (e.g. green economy, downstream) — a five-year plan toward 8% GDP CAGR to 2045.
• Finance-function redesign — forecasting, reporting, and analysis — at one of Southeast Asia's largest agriculture firms, targeting up to 30% cost efficiency.
• PPP deal sourcing totalling US$150M as a private equity associate.
• Stood up a new SME banking segment delivering US$300M in revenue uplift; and regularly delivers executive public-speaking and presentation training.

Daniel is a strategy & product leader with experience at a leading global strategy firm (MBB) and early-stage startups, specializing in strategic planning, customer acquisition, and product & portfolio growth. He has a strong track record in strategic thinking, managing cross-functional stakeholders, PMO execution, and scaling new products. He was named a Top 3 L-Men of the Year 2024 and selected for a competitive national young-leaders program.

Before consulting, he held analyst roles at leading Indonesian technology platforms, focused on customer retention and go-to-market strategy.

• A two-year banking transformation for a Top-4 Indonesian bank: rolled out 14+ automation initiatives (P&L reporting, digital branch) in two months.
• Built a data-driven sales system and cadence — lifting a branch from #20/100 to Top 2 regional and +5% transactions in three months.
• Developed a high-potential leads pipeline, increasing lead generation 2.5x with 100% follow-up.
• Optimized retail credit processes (mortgage, credit card, unsecured, micro-SME) with projected 95%+ satisfaction and 90%+ faster turnaround.
• Designed a new organizational structure and implementation governance for the transformation.
• Five-year strategic plan for a private oil & gas company, including portfolio consolidation and carve-out into a streamlined structure.
• Led an LNG market feasibility study — global and Malaysian supply-demand, centralized procurement, and TPA framework — for a leading power company.
• Decarbonization initiatives for a leading paper company toward net-zero 2050, and a 30-year ESG roadmap for a leading mining contractor.

Geraldo has over five years of experience in strategy, implementation, and transactions, and is active as an investor and advisor in B2B and B2C businesses with direct operational involvement. He was previously a management consultant in a Big 4 strategy & transactions practice, with earlier roles as a Data Scientist at a leading national bank and across mining, construction, and retail — giving him deep exposure across strategy, finance, and data science, including credit-risk modeling.

He currently also serves as a Director at an energy company.

• Organizational transformation for one of Indonesia's largest state-owned banks — a unified IT operating model across 8 divisions, 12 specialist capabilities, and 400+ roles, with a client rehire.
• Dyssynergies assessment on the separation of one of the largest palm oil groups — quantifying potential EBITDA loss of more than US$200M from material & sales dependency, regulation, and value-chain disruption.
• Led a POME market assessment for the largest petroleum company in Kuwait, contributing to a €300M+ bid with very positive client feedback.
• Commercial due diligence for an ICT M&A target — advising the client against a US$100M+ acquisition due to a declining market position.
• Market-expansion strategy for one of Indonesia's largest education groups, targeting a 4x increase in students and leading to a repeat engagement.
• Acquisition impact analysis for Indonesia's largest film producer, supporting a US$10M+ rights issue and a repositioning toward video-on-demand.
• Business plan refinement and fundraising strategy for Southeast Asia's largest theme park, with a US$700M+ fundraising target, including PMO setup and strategic-partner connections.
• Palm oil operational due diligence and post-acquisition PMO for a conglomerate group, including asset-discrepancy identification.