Case Studies & Client Outcomes

Client: Sri Mohan, Managing Director
Company: Mohan Management Consultants Pte Ltd
Team Size: 31 employees (7 direct reports)

Situation

Sri was leading a 30-person corporate services firm serving international companies expanding into APAC. Demand was solid, experience deep, and the market opportunity was strong — but internally, progress had stalled. Too many initiatives were half-finished, too many decisions looped back to him, and his own time was spent spinning plates rather than moving key work forward.

COVID stripped away the buffers, and the internal frictions became impossible to ignore. He had read every book and article on bottlenecks he could find — some useful, none enough to get the business moving again.

What Was Actually Broken

The issues weren’t motivational or even skill-related. They were structural:

• too many responsibilities defaulted back to Sri
• unclear ownership across multiple operational domains
• no reliable mechanism for follow-through
• priorities scattering under pressure
• a leadership layer working hard but not pulling in the same direction

The company wasn’t stagnant because people weren’t trying. It was stagnant because the work kept boomeranging to the top.

Intervention

We ran a diagnostic to surface the real pattern behind the stalled execution. From there, we:

• clarified ownership and decision rights
• built a weekly cadence that kept priorities stable
• redesigned delegation paths so work no longer snapped back to Sri
• added simple, practical tools for keeping work on track
• implemented accountability practices that stuck because they were built on transparency and consent (not pressure)

Weekly troubleshooting calls helped Sri identify the root cause of each bottleneck, not just the symptoms, and shift his thinking accordingly. The worksheets and exercises became the leverage — repeatedly forcing the kind of clarity the team needed.

Results

Sri reclaimed meaningful time and shifted out of the day-to-day choke point. The business regained momentum:

• fewer tasks and decisions defaulted to him
• the leadership team began carrying more of the operational load
• projects moved forward instead of stalling halfway
• priorities aligned across functions
• internal bottlenecks stopped multiplying — and became easier to prevent

In Sri’s words:

“I’ve gotten my only scarce asset — my time — back. We’re finally focusing on what matters again. The worksheets [experiments] were eye-opening, and the clarity that came out of the work surprised me. I’d read everything on bottlenecks; nothing came close to this.”