What Clients Say
About the Work We Do Together
From founders mapping their model for the first time to established firms working through a strategic transition — these are the kinds of engagements we do and the perspectives of the people who went through them.
← Back to Home140+
Canvas Sessions Delivered
4.8
Average Client Rating
8+
Years of Practice
92%
Would Recommend Cendric
In Their Own Words
Haziq Kamarudin
Founder, Johor Bahru
We did the Canvas Workshop before our funding round. It forced us to be precise about things we had been a bit vague on — particularly the channel and cost structure sections. The facilitator pushed back on a couple of assumptions we had been holding without realising it. The completed canvas was genuinely useful to have in front of us during investor conversations.
Canvas Workshop · May 2025
Stephanie Wong
Operations Director, Iskandar Malaysia
We engaged Cendric for the Model Refinement Programme when we were thinking through a shift in our customer segment focus. The working sessions were structured and efficient — no meandering. The options paper was the most useful part; it set out the logic of each direction clearly enough that we could share it internally and have a proper discussion. Worth the three weeks.
Model Refinement · April 2025
Razif Azman
Managing Director, Johor Bahru
The Business Model Advisory programme ran over three months during a period where we were genuinely uncertain about where to take the business. What Cendric brought was a methodical way of working through that uncertainty — not a quick answer, but a proper process. The two follow-up sessions after the main work was done were well-timed and added value.
Business Model Advisory · Mar–May 2025
Lim Mei Ling
Co-Founder, Kulai
I had been to canvas workshops before that felt like filling in a form. This was different. The facilitation kept the conversation going in useful directions and the output actually reflected the specifics of our business rather than something generic. I appreciated that the consultant was direct about where our model had gaps.
Canvas Workshop · May 2025
Nabilah Fauzi
CEO, Kluang
We brought Cendric in during a restructuring period. The advisory programme gave us a way to work through the model changes at a considered pace rather than reacting to pressure. The documentation was clear enough that our board could follow the reasoning without having to attend the sessions themselves.
Business Model Advisory · Feb–May 2025
Tan Kah Weng
Head of Strategy, Johor Bahru
The Refinement Programme was appropriate for what we needed — a focused look at one part of our model rather than the whole thing. The assumptions note was particularly well done. It helped us see which parts of our thinking were well-reasoned and which ones we were taking on faith. Pricing is fair for the depth of work.
Model Refinement · April 2025
Engagement Stories
A closer look at what the work actually involved and what clients took from it.
Mapping the model before a growth phase
Manufacturing firm, Johor · April 2025
The Situation
A mid-sized manufacturing firm was about to take on its first external investors and realised it had never formally documented how its business model actually worked. The founding team had a shared understanding, but it had never been put on paper in a coherent way.
The Work
A full-day canvas session with three of the four founders. The facilitation surfaced a material difference in how two of the founders understood the primary customer segment — something that had not come up before. The canvas was completed with that tension documented explicitly.
What Followed
The completed canvas went into the investor data room. The founders reported that it helped them have more precise conversations with investors and prompted them to resolve the customer segment question before finalising their pitch.
Rethinking a service model during market change
Professional services firm, Johor Bahru · Feb–May 2025
The Situation
A professional services firm had been operating on the same model for seven years and was aware that market conditions had shifted. Leadership knew something needed to change but had not worked out what, or in what order to address it.
The Work
Three months of structured advisory work: current-state mapping in month one, options exploration in month two, and phased guidance in month three. The engagement included regular check-in sessions and two follow-up advisory meetings after the main work closed.
What Followed
The options paper was used as the basis for a leadership decision about the direction of the business. The firm chose one of the three options outlined and used the assumptions note to build its internal business case. The follow-up sessions covered early implementation questions.
Phone
+60 7 333 8217Address
Level 7, Menara Pelangi,
Johor Bahru
Hours
Mon–Fri: 9am–6pm
Sat: 9am–1pm
Professional Recognition
SME Corp Malaysia Partner
Recognised advisory partner for Johor-based SME development
Strategyzer Practitioner
Certified in Business Model Canvas methodology
MDEC Digital Consultant
Listed on the Malaysia Digital Economy Corporation registry
Malaysian Consultants Association
Active member and registered independent consultant
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