Client Stories
Evidence from planning cycles
Accounts from HR leadership teams who engaged us for workshops, reports, and reorganisation reviews. Names and industries are shared with permission; some details are adjusted to protect confidentiality.
Our Q3 submission came back from finance once instead of three times. The workshop forced us to sequence hires by role family, which exposed a gap in production engineering we would have missed until August.— Soo-jin Han, HR Director, precision components manufacturer, Daejeon
The tenure curve review was the most useful hour. We had been using a flat eight percent turnover assumption; the data showed our real risk sat in year three when promotion windows opened. I wish we had done this two cycles earlier.— Young-tae Kim, Workforce Planning Manager, logistics group, Incheon
Min-ho was direct about what our HRIS export could and could not support. The departure risk report flagged twelve roles—not the forty-two our intuition suggested. That narrower focus made retention conversations with department heads actually productive.— Eun-kyung Lee, HR Business Partner, pharmaceutical distributor, Seoul
The span-of-control map after our subsidiary merger was uncomfortable reading. Several managers had three direct reports doing overlapping work. Consolidating before hiring saved us roughly six FTE in the first year, though getting buy-in from those managers took longer than the analysis itself.— Jae-won Park, Integration Lead, industrial equipment group, Ulsan
Written deliverables arrived on time and the charts were clear enough for our board packet without extra explanation. The only friction was scheduling department heads for Day 2—we should have blocked calendars before signing the engagement letter.— Mi-ra Chung, VP Human Resources, consumer electronics assembler, Gyeonggi
Case note: Semiconductor supplier, Chungcheong
Engagement: Headcount Planning Workshop + Workforce Composition Report
Situation: The client was preparing a twelve percent growth plan for engineering roles while finance imposed a six percent ceiling. HR had never presented hiring sequenced by quarter before.
Work: We mapped current tenure by job family, identified that forty percent of planned hires were backfills rather than net-new roles, and rebuilt the submission with monthly vacancy timing. Finance approved a revised eight percent plan with explicit Q1/Q2 phasing.
Outcome: Submission approved in one review cycle. The client engaged us again the following year for departure risk assessment ahead of a voluntary turnover spike in test engineering.
Case note: Regional bank, Seoul
Engagement: Organisation Design Review
Situation: Two branch networks merged, creating duplicate regional manager roles and unclear reporting after a systems integration.
Work: Six weeks of manager interviews, span analysis, and a recommended consolidation plan presented to the integration steering committee.
Outcome: Eleven manager roles consolidated into six. Headcount freeze extended by eight weeks during implementation—frustrating for hiring managers, but the client credited the delay with avoiding duplicate hires that would have been eliminated later.