Lintel House
Client experiences with Lintel House

Client Experiences

What those who have
worked with us say

These accounts come from clients across different sectors and engagement types. We have tried to present them as accurately as we can.

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140+

Completed Engagements

4.7

Average Satisfaction Score

8+

Years in Practice

68%

Returning Clients

Client Reviews

In their own words

AZ

Azlan Zulkifli

HR Director, Petaling Jaya

We asked Lintel House to review how we handle the whole employee lifecycle. What came back was thoughtful — they noticed things that our own team had normalised and stopped seeing. The report gave us a good few months of useful conversation.

People Practice Review · March 2025

CM

Cecilia Mah

Managing Director, Kuala Lumpur

I needed to have a conversation with a senior team member about a performance issue that had been building for some time. Jonathan helped me think through what I actually wanted to achieve and how to say it. I left the preparation sessions feeling more settled and less reactive than I had been going in.

Difficult Conversation Preparation · February 2025

RT

Rajan Thiruchelvam

Finance Manager, Shah Alam

The compensation review was detailed and handled with real sensitivity — pay is an emotionally loaded topic for any company and Nadia's team understood that. The benchmarking data was relevant to businesses our size, not some aggregate that was useless for comparison.

Compensation Structure Review · January 2025

FH

Fauziah Hassan

Head of Operations, Bangsar

What I appreciated most was that they did not pretend everything was fine. The report named some things that were genuinely uncomfortable to read, but framed them in a way that felt constructive rather than critical. That balance is harder to strike than most consultants make it look.

People Practice Review · April 2025

LW

Lim Wei Jie

CEO, Kuala Lumpur

We have a small but growing team and I wanted to understand whether our pay structure was fair before it became a problem. Lintel House gave us a clear picture, including the working tables which we have since updated ourselves. Good value for the scope of work.

Compensation Structure Review · March 2025

NK

Nalini Kumar

People & Culture Lead, Subang

I came to Lintel House facing the kind of departure conversation that no manager enjoys. Two sessions was enough — Jonathan helped me separate what I needed to say from what I had been avoiding saying, and gave me language that felt like mine rather than scripted. The debrief afterwards was also unexpectedly helpful.

Difficult Conversation Preparation · February 2025

Deeper Accounts

A few case studies

Case Study · Technology Firm · KL · January 2025

Reviewing people practices before a period of growth

Challenge

A 90-person technology business preparing to grow to 200 wanted to understand what was and was not working in their people practices before the organisation became more complex to manage.

Approach

We reviewed their existing documentation, spoke with eight staff members and three managers, and sat in on two team rituals over six weeks. We were candid about what we found — including some inconsistencies in how performance conversations were handled.

Outcome

The leadership team worked through five of the seven questions we posed over the following quarter. Six months later they told us the report had shaped how they thought about the hiring and onboarding process as they grew.

Case Study · Professional Services · PJ · February 2025

Untangling a pay structure that had grown without design

Challenge

A legal firm with 60 staff had built its pay structure through individual negotiation over many years. There was a growing concern among leadership that salaries were inconsistent and that some anomalies might create retention problems.

Approach

We worked closely with their finance team to map the full picture, then benchmarked against four comparable legal firms in the Klang Valley. The review took five weeks and concluded with a two-hour facilitated discussion.

Outcome

Leadership used the working tables to begin a multi-quarter process of gradual adjustment. Two staff members whose salaries were significantly below band were addressed in the following review cycle.

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