Regional Consumer Goods Company
Context: Manual planning and purchase-order workflows were creating effort, compliance and audit-trail concerns, spanning budget updates, purchase-order compliance and closure, KPI reporting and data cleanup.
What was getting stuck: These activities depended on manual work and unclear handoffs between the business and its technology delivery partner.
What Clifford did: As engagement lead, led discovery, process analysis, solution scoping and proposal preparation, then aligned the client and technical partner through prioritisation, validation, UAT coordination and go-live preparation.
What changed: The pain points were converted into an executable phased improvement plan; selected automations progressed through validation and handover, bringing more structure to key planning processes.
Evidence available: Proposal and statement-of-work documents, project correspondence, and validation and UAT material, held under confidentiality.
Capability demonstrated: Turning a manual, compliance-sensitive operational problem into a scoped, executable plan and carrying it through to validation.
Singapore Membership-Based Hospitality Organisation
Context: The organisation needed greater clarity around its food-and-beverage workflows, operational pain points and how information moved across systems.
What was getting stuck: These workflows and data touchpoints were fragmented, and the problem was not yet defined clearly enough to brief as a technology requirement.
What Clifford did: As discovery consultant, facilitated structured discussions with stakeholders, examined workflows and integration points, and helped the team turn scattered concerns into clearer operational problem statements.
What changed: Greater visibility of operational blind spots, more structure to the team's thinking, and alignment on the key pain points and practical next steps for process and data-integration decisions.
Evidence available: Discovery notes and engagement material, held under confidentiality review.
Capability demonstrated: Turning an unclear, not-yet-defined problem into a structured view the team could act on. This was discovery and decision-clarity work; implementation was not part of this engagement.
Regional E-Commerce Organisation
Prior professional employment, not a Harvest Point Consulting engagement.
Context: Regional customer and seller operations needed coordination across six Southeast Asian markets, spanning operational, product and technology teams.
What was getting stuck: Customer and seller workflow improvements, including a rule-based customer-service chatbot, needed requirements coordinated across markets and technology teams.
What Clifford did: As part of the internal team, analysed customer and seller workflow problems, coordinated regional requirements and priorities, and connected operational needs with product and development teams, including chatbot requirements across six Southeast Asian markets.
What changed: Supported regional workflow and system improvements across seller and customer-care operations, including customer-contact reduction, seller onboarding and retention, while coordinating chatbot requirements across six Southeast Asian markets.
Evidence available: Internal performance figures exist but are not independently verified for public use, so they are not published here.
Capability demonstrated: Cross-market coordination and translating regional operating needs into system requirements and rollout.
