§ I — Client Perspectives
What boards say about the work.
Observations from directors, chairs, and company secretaries who have completed engagements with Garuda Advisory. Shared with permission; details adjusted to preserve confidentiality.
Return to Homepage12+
YEARS ACTIVE
80+
BOARDS ENGAGED
4.8
AVG. SATISFACTION
92%
RE-ENGAGEMENT RATE
§ II — Client Testimonials
From those who have worked with the practice
"The Governance Review gave us a document we could actually discuss at a board meeting — not a compliance checklist, but a set of real questions about how we work. That was not what I expected, and it turned out to be exactly what the board needed."
Wanchai Pornprasit
CHAIR, FAMILY ENTERPRISE — CHIANG MAI
MARCH 2025
"We engaged Garuda Advisory for the Board Effectiveness Engagement ahead of a rights issue. The framework they produced helped us have a conversation about board roles that we had been quietly avoiding. The independent director onboarding that followed went considerably better as a result."
Supaporn Chaisiri
COMPANY SECRETARY — LISTED COMPANY, BANGKOK
JANUARY 2025
"The Advisory Partnership has been more useful than I anticipated. I had expected a formal quarterly review process; what I got was something closer to a thoughtful adviser who could be called on when a specific governance question came up. That suited my needs as chair considerably better."
Anuwat Thamrongsakul
LEAD DIRECTOR — LOGISTICS FIRM, BANGKOK
FEBRUARY 2025
"I was initially uncertain whether an outside governance review was appropriate for a company of our size. The Garuda team were clear that the engagement would be adapted to our situation — and the memorandum they produced reflected that. It did not read like a document written for a company three times our size."
Nattapong Rojanasoonthorn
MANAGING DIRECTOR — REAL ESTATE, BANGKOK
APRIL 2025
"The Board Effectiveness Engagement was well-paced. The individual conversations were handled with discretion, and the written framework gave us a structure for a board-level discussion that I think we would not have held without external facilitation. Candid, which was what we asked for."
Patchara Kongkiat
INDEPENDENT DIRECTOR — MANUFACTURING, SAMUT PRAKAN
MARCH 2025
"We had a particular challenge with audit committee composition that we needed to think through before our next AGM. The Advisory Partnership gave us exactly the kind of quiet, considered support that the situation required — not a lot of paperwork, just clear thinking from someone who understood our constraints."
Thanaphat Liangsakul
CHAIR — PROFESSIONAL SERVICES FIRM, BANGKOK
JANUARY 2025
§ III — Case Studies
How the engagements have worked in practice
Details have been adjusted to preserve confidentiality. Used with the general agreement of those involved.
CASE STUDY I — GOVERNANCE REVIEW
Family firm approaching a partial divestment
CHALLENGE
A Bangkok-based family firm with a strong operational track record was in initial discussions with a regional private equity group. The prospective investor had raised questions about board independence and documentation practices that the family were uncertain how to address.
APPROACH
A Governance Review was completed over four weeks, covering board composition, the existing documentation framework, and the committee structures that would need to be in place to support a more formal ownership arrangement.
OUTCOME
The written memorandum gave the family a structured basis for their discussions with the investor's advisers. The board used the governance questions it raised to set an agenda for a half-day board session that preceded the formal due diligence process.
CASE STUDY II — BOARD EFFECTIVENESS ENGAGEMENT
Newly constituted board following ownership change
CHALLENGE
Following the sale of a majority stake, the incoming shareholder had appointed two independent directors alongside the three remaining founder-family directors. The board was operating with unclear role boundaries and information flow that was not well-adapted to the new composition.
APPROACH
Individual conversations with each director, observation of two board meetings, and a written framework for discussion — focussing on information architecture, agenda design, and the expectations each director held of the others.
OUTCOME
The board used the effectiveness framework at a dedicated session six weeks after the engagement concluded. The company secretary reported that the quality of pre-meeting materials improved within two board cycles, and that independent directors were notably more engaged in the agenda.
CASE STUDY III — ADVISORY PARTNERSHIP
Chair managing a multi-year governance transition
CHALLENGE
The chair of a mid-market manufacturing group was navigating the retirement of three long-serving family directors over an eighteen-month period, alongside the formation of a new audit committee required by a lender covenant.
APPROACH
A twelve-month Advisory Partnership provided quarterly sessions and written correspondence on specific matters — director search criteria, committee terms of reference, and the induction process for the two new independent directors appointed during the period.
OUTCOME
The chair described the partnership as providing "a place to think through decisions before bringing them to the board." The Advisory Partnership was renewed for a second year to support the new committee's first full operating cycle.
§ IV — Contact
Reach the practice
TELEPHONE
+66 2 725 8136ADDRESS
45 New Phetchaburi Rd, Makkasan, Bangkok 10400
OFFICE HOURS
Mon–Fri, 09:00–17:00 ICT
§ V — Credentials
Professional affiliations and credentials
Thai Institute of Directors — Affiliate Member
Supporting continued engagement with Thai governance standards and director development frameworks.
Asia Corporate Governance Association — Associate
Regional network providing access to comparative governance research and emerging market governance practice.
SEC CG Code Familiarity — Qualified
All practitioners maintain familiarity with the Securities and Exchange Commission of Thailand's Corporate Governance Code and its application to listed and non-listed companies.
Thai Lawyers Council — Registered
Senior practitioners maintain Thai bar registration, supporting awareness of the legal framework governing Thai company boards and directors.
§ VI — Next Step
Consider whether the work may be useful for your board
An initial conversation carries no obligation. It may help clarify whether the timing and circumstances seem appropriate for an engagement.
Request a Conversation