01
The current model no longer drives enough growth
The business needs to identify its next source of growth, which options are worth investing in, and where resources should be prioritized.
Strategic Growth · International Expansion · M&A
TURN LEADERSHIPINTO MOMENTUM
UpMomentum partners with founders, boards and executive teams on pivotal decisions in growth, international expansion and M&A — from clarifying the choices to organizing execution.
- Hands-on operating experience
- Deep understanding of the Asian context
“You have to trust that the dots somehow connect to your future”— Steve Jobs, Stanford Commencement Address, 2005
UpMomentum connects the dots to support leaders to see the full picture, uncover root causes and define the strategic way forward.
02 — Moments that call for clarity of choice
When a business faces a critical choice
In times of transition, the challenge rarely lies in a lack of ideas. It lies in identifying the issue that truly matters, seeing the trade-offs clearly, and focusing resources on the few choices that can create real value.
02
Strategy has shifted, but the organization has not caught up
Structure, capabilities, leadership roles or ways of operating need to be adjusted to fit the new stage.
03
The business is preparing to expand into new markets
Market potential, entry model, partners and level of investment need to be assessed before committing to a strategic direction.
04
The business is facing M&A or post-deal integration
Expectations of the partners, the value sought, and the organization’s ability to absorb change after the deal need to be clarified.
03 — About UpMomentum
Strategic advisory for moments of transition
UpMomentum is a strategy advisory firm led by seasoned executives with hands-on operating experience. We partner with founders, boards and executive teams when a business needs to clarify a critical decision on growth, international expansion or M&A.
UpMomentum approaches business challenges by connecting the dots: facts, decisions, shifts and bottlenecks are not treated as isolated problems, but examined in relation to five core pillars — leadership capacity, business strategy, organizational capability, execution discipline and capital management. Looking at this structure thoroughly helps surface root causes, reveal cross-impacts and determine which strategies to prioritize.
Together, the five pillars form the UpMomentum arrow, reflecting a consistent advisory principle: leader creates momentum by elevating leadership and strategy capacity, execution discipline, organizational design, and effective capital management. This is the foundation that allows a business to move from solving fragmented problems to a prioritized, executable path of development — building sustainable growth momentum into future.
5 pillars
01
Leadership Capacity
Founders and executive teams need to clarify vision and direction, lead change, and align their teams to move in one direction.
02
Business Strategy
Where the business should focus, which choices create value, and which trade-offs must be accepted.
03
Organizational Design
Structure, people, roles and operating model that support strategic choices.
04
Execution Discipline
Strategy must be translated into clear accountabilities and metrics, with mechanisms for tracking, review and continuous improvement.
05
Capital Management
Resource allocation, cash flow and investment decisions that build long-term growth momentum.
04 — Advisory Areas
The challenges we focuses on
The three groups of challenges below are often intertwined within the same stage of growth. UpMomentum approaches them as parts of one integrated system, where strategy, resources, organization and leadership capability must be viewed together to create real growth momentum.
01 / GROWTH · CAPITAL · M&A
Growth, Capital Management & M&A
When a business needs to grow while ensuring capital efficiency, choosing the right investment priorities, and creating real value from investment, acquisition or merger decisions.
Key questions to clarify:
- Where should the next growth driver come from, and which options deserve priority?
- What strategic objective does an M&A deal serve, and where does it create value?
- What must change in the organization after a merger or investment to absorb and realize the growth value?
02 / INTERNATIONAL EXPANSION
International Expansion & Building New Source of Growth
When a business needs to turn a market opportunity into a business model that can be launched, measured, learned from and scaled stage by stage.
Key questions to clarify:
- Which industry and markets should be prioritized, and based on what criteria?
- What must each stage prove, and which milestones and metrics will measure it?
- How should the P&L structure, team, roles and capabilities be built at each stage?
03 / SENIOR LEADERSHIP CAPABILITY
Individual Leadership Development
When leaders’ roles evolve and the demands of the job outgrow their accumulated experience, leader need a seasoned mentor with integrity, practical experiences and knowledge to elevate their though process and quality of decisions.
Development focus:
- Opportunity management: Build a structured strategic initiatives portfolio; quantify upside/downside through scenarios; set go/no-go criteria and risk limits before committing.
- Focused innovation: Tie innovation to strategic priorities; experiment with discipline (pilot, MVP, test-and-learn) using clear metrics; stay persistent yet flexible to achieve long-term goals.
- Sustainable results: Set ambitious yet achievable goals; manage energy through clear priorities, delegation and restorative habits; stay calm and clear-headed in a crisis.
- Accountable collaboration: Clarify decision matrix; truly open to listen to the board, the executive team and dissenting views; then make the decision and own the results and consequences.
- Growth mindset: Proactively seek 360° feedback; openly acknowledge mistakes; turn insights into a personal development plan and link to business performance.
05 — Engagement Models
Three ways we partner with businesses
Each model reflects a different level of UpMomentum’s involvement — from individual leadership development, to deeper partnership on a growth project, to framework advisory at board level.
C-Level Mentoring
Overview
A 1:1 mentoring program for senior leaders who need to elevate the quality of their thinking, decision-making and organizational leadership during a specific phase of growth or transformation.
Duration
6 sessions over 3 months.
How we work
Mentoring leader, using the real business situations in the company to examine how they assess problem, set priorities and build the capability to deliver sustainable results.
Targeted outcomes
Leaders set priorities, improve quality of decisions and competencies to lead the organization through transformation.
Co-lead Strategic Project
Overview
For growth project that requires a senior advisor working alongside the internal team throughout: not only clarifying the problem and the options, but also co-designing the outputs and closely following implementation.
Duration
6 months · 1 working session per week.
How we work
UpMomentum and the project team break the challenge into phases, defining objectives, validation milestones, tracking metrics, accountable owners, resource needs and cross-functional coordination mechanisms.
Targeted outcomes
The business archives set KPIs. Strategic decisions are translated into action plans, organizational structure and capabilities are aligned with each stage of growth, and management tools are putting in place.
Board Advisory
Overview
For founders and boards who need an independent partner to provide continuous support across multiple decision cycles including of strategy, capital, organization and leadership issues evolving with stage of growth.
Duration
12 months, with a working schedule designed according to company’s governance needs.
How we work
Periodic review of key decisions, challenge of business plans and resource allocation, follow-up on commitments after each session, and support for the board in keeping long-term direction and short-term action aligned.
Targeted outcomes
A clearer system for tracking decisions and strategic priorities; transformation progress reviewed regularly; and business proactively move when the context changes.
06 — Founder & Principal Advisor
TRAN THI LAN ANH
Founder & Principal Strategy Advisor
More than two decades of business leadership and management experience, including many years in senior executive roles at international organizations in the consumer goods and food & beverage industries. Her experience spans growth strategy, market development, commercial, organization and people, through to business transformation and bringing strategy into day-to-day operations.
Before founding UpMomentum, she served as Country Manager at Beiersdorf and Vice President at Jollibee Foods Corporation, developing and operating brands including Nivea, Eucerin, Jollibee and Obagi Medical across Vietnam, Southeast Asia and North America.
Advisory Focus
- Growth strategy and business performance improvement
- Organizational transformation, leadership capability and operating models
- Business expansion and international market entry
- Mergers, acquisitions and post-deal integration
- Leadership development advisory during transformation
Market Experience
- Vietnam, Southeast Asia and North America
- Consumer goods, food & beverage, beauty and commerce
- Cross-border expansion and e-commerce growth in the US and Canada
- Connecting strategy with sales, marketing, products and services, and team execution capability
Advisory Team
Specialist advisors for critical business domains
STRATEGIC ADVISOR, FINANCE
TONY DANG QUOC TUAN
Tony Dang Quoc Tuan brings more than two decades of leadership and advisory experience across Singapore and Vietnam, including nine years with PwC Singapore and more than ten years with PwC Vietnam. At PwC, he was a Partner and held leadership responsibilities across Capital Markets Services, Private Business Services and Accounting Advisory Services. His background spans audit, corporate advisory and capital-markets transactions for local businesses, multinational companies and growing private enterprises.
After PwC, Tony moved into senior operating and advisory roles with businesses including Viet Uc Group and Talentnet Singapore. He is the Founder of Tony & Partners, where he focuses on integrated management solutions that help companies strengthen governance, operating discipline and growth. His experience sits at the intersection of financial strategy, capital raising, management systems, operations and business transformation.
ADVISORY FOCUS
- Financial strategy and overall business financial health
- Cash flow, margin quality, cost structure and capital efficiency
- Capital raising, IPO readiness and preparation for the capital markets
- Financial management systems, accounting, internal controls and management reporting
- CEO and Board advisory on growth, transformation and resource-allocation decisions
EXPERIENCE & SECTORS
- Singapore and Vietnam
- More than 20 years of experience across PwC Singapore and PwC Vietnam
- Capital Markets Services, Private Business Services, Accounting Advisory Services and Assurance
- Private enterprises, multinational companies and Vietnamese business groups
- Operating experience across aquaculture, human capital services and integrated business advisory
ADVISORY POINT OF VIEW
Finance should do more than explain what has already happened. For business leaders, its real value lies in understanding what sits behind revenue and profit — the quality of margins, cash conversion, cost structure and return on capital — and using that insight to make disciplined, sustainable growth decisions.
STRATEGIC ADVISOR, HEALTHCARE
TAN SEANG TEAK
Tan Seang Teak brings more than 25 years of healthcare leadership, hospital development and advisory experience across Malaysia, Singapore, Thailand, Vietnam, Hong Kong and Brunei. His track record spans hospital development, growth strategy, operations, M&A and post-deal integration. Highlights include responsibility for three hospitals within Samitivej Hospital Group, development of the 500-bed Gleneagles Hong Kong Hospital, and a Group COO role at Hoan My Medical Corporation overseeing 15 hospitals and five clinics.
He later served as Executive Vice President, Healthcare & Wellness at Heliconia Capital Management, completing the acquisition of the 11-hospital Saigon Eye Hospital network and stepping in as Interim Group CEO to stabilize operations and lead integration. Since 2021, he has worked in independent advisory roles, including as an External Advisor to Bain & Company on healthcare strategy and M&A; at Asia Healthcare 2021, he was presented as Managing Director, Healthcare Project at Van Lang University.
ADVISORY FOCUS
- Hospital growth strategy, operating model and performance improvement
- Hospital development from planning and design through commissioning and operations
- Healthcare M&A, investment due diligence and post-deal integration
- Financial and operational performance management, KPIs and reporting
- Quality, patient safety, accreditation and patient experience
EXPERIENCE & SECTORS
- Malaysia, Singapore, Thailand, Vietnam, Hong Kong and Brunei
- Hoan My, Samitivej, Parkway Pantai/IHH and Heliconia Capital Management
- General and specialty hospitals, hospital networks and large-scale developments
- Hospital digitalization, HIS, business intelligence and telemedicine
- MBA; M.Sc. and B.Sc. (Hons) in Genetics; SMU J&J Hospital Management Program
ADVISORY POINT OF VIEW
Sustainable healthcare growth requires quality of care, patient safety, patient experience and operating discipline to reinforce one another. An advisor should help leaders connect clinical quality with financial performance, identify the real constraint and translate strategy into changes the organization can deliver.
07 — Testimonials
Client outcomes
08 — Insights
Explore strategic perspectives
Articles drawn from executive experience, advisory work and real-world business observation, focusing on growth strategy, leadership, organization and choices with long-term impact.
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09 — Talk to UpMomentum
What is your business’s next strategic move?
If your business is facing an important decision, start by briefly sharing the context, the issue to clarify and the outcome you expect. UpMomentum will respond to define the right scope and format for our conversation.
01 / EMAIL
Email UpMomentum
Briefly share your business context, the decision at hand, your expected objectives and timeline. UpMomentum will review the information and respond with a proposed scope of work.
02 / WHATSAPP
Connect directly with our advisory team on WhatsApp
A fast channel for clients. The UpMomentum team will receive your information, clarify your needs and connect you with the right advisor.