What Clients
Have Found

The Challenge

A Hong Kong-based professional services firm had built strong revenue from two long-standing clients. Leadership recognised the concentration risk but had not prioritised building alternative income streams. A change in one client's procurement approach accelerated the need to act.

The Approach

Trevane spent the first two weeks analysing the current revenue structure and identifying three adjacent service categories with realistic addressable markets. Business cases were developed for two of the three, with financial projections over a 24-month horizon.

The Outcome

Within six months of the engagement closing, the firm had launched one of the two options as a pilot. Early revenue from the pilot line represented approximately 8% of total income — ahead of the projection.

Timeline: 5 weeks · Fee: HK$5,800

The Challenge

A financial technology firm was preparing a Type 1 licence application. They had internal compliance expertise but limited capacity to structure the full submission package while managing day-to-day operations. Their initial submission attempt had received a request for significant additional information.

The Approach

Trevane conducted a gap analysis against the regulator's stated requirements, identified documentation inconsistencies, and restructured the submission over three weeks working alongside the internal compliance team. Key narratives were redrafted for clarity and completeness.

The Outcome

The revised submission was filed without further requests for additional information. The licence was granted within the standard processing window. The compliance team reported the documentation structure as significantly clearer than the initial attempt.

Timeline: 3.5 weeks · Fee: HK$4,100

The Challenge

A regional subsidiary of a mainland Chinese group had brought in a new general manager from outside the company. Six months in, the leadership team was functioning below expectations — decisions were slow, communication between functions was inconsistent, and the GM was uncertain which relationships needed attention.

The Approach

The pre-workshop diagnostic surfaced two primary themes: unclear accountabilities between the sales and operations leads, and an unspoken difference in communication expectations between the new GM and established team members. The workshop addressed both directly through structured dialogue.

The Outcome

The team left the two days with seven written agreements covering decision-making, communication norms, and escalation. At the 60-day follow-up, five of the seven were being observed consistently. Decision-making speed had improved noticeably, according to both the GM and team members.

Timeline: 2 days + 60-day follow-up · Fee: HK$2,900