Based in Singapore, Radialis Pte. Ltd. is partner of Valtus Alliance and a pioneer in Executive Interim Management across the region. With a background in both business development and technical innovation, Ramesh Ramchand has led Radialis for the past 15 years, overseeing the transformation from a tech consultancy into a regional pioneer of Executive Interim Management and a key partner of the Valtus Alliance in Asia.
We have talked to Ramesh about how Executive Interim Management is evolving in the region and what makes it both a challenge and an opportunity.
From Tech Consulting to Interim Leadership – How did Radialis Begin its Journey into Executive Interim Management?
“Radialis started as a technology consultancy. We helped startups validate their products, launch, and scale. The region’s diversity was clear to us from the start, Asia isn’t like Europe, with the European Union, every country here has its own culture, laws, and structures. That complexity shaped our approach early on. About six years ago, we made a bold move into Executive Interim Management. It wasn’t a known concept in the region at the time, but we saw a clear need in the market, especially in situations requiring speed, transformation, or very specific skill sets.”
How Is Interim Management Developing in Asia?
“It’s still seen as a Western concept, but it is growing in regions with larger expat communities. That said, the market remains fragmented, and it is complex to educate the market on a large scale, so instead of scaling broadly, we focus on solving specific challenges where there is a clear value. The margins and the daily fees are typically lower than in Europe and the US, which makes it hard to scale. But we’re building a solid track record with the right clients, in the right situations.”
Executive Interim Management may be in its early days in Asia, but Radialis is proving that with local insight, international collaboration, and a strategic focus, the model can thrive, even in one of the world’s most diverse and complex regions. Ramesh Ramchand is receiving more and more requests from Valtus Alliance partners..
How Has the Market Responded to the Concept of Executive Interim Management?
“It’s still a very new idea here. In many companies, the line between consultants and Interim Executives isn’t well defined, especially for HR departments. Often, HR doesn’t see the added value of an Interim Executive, so we typically engage directly with line managers who understand the operational need. Also, there is a high level of internal resistance as permanent managers sometimes feel threatened, especially when the interim role involves making tough decisions.”
Delivering Value Across Borders
“One example of an assignment that stands out is a project across 14 countries where we helped a client set up a shared service centre in Malaysia. Our Interim Executive built the team, hired staff, and made critical decisions. In Korea, we supported an American company close local operations and move parts of the business to China. Most of our assignments are outside of Singapore, in Thailand, Korea, Malaysia, and Hong Kong, often working closely with other Valtus Alliance partners.”