Services
Where Klear creates value.
Four advisory practices. Two APAC execution capabilities. One operator. Engagements interim, hands-on, outcome-focused — typically 6 to 18 months, scoped to the lever that matters most.
— 01
Turnaround & Restructuring
Restore profitability in underperforming businesses. Diagnose, redesign, and execute restructuring plans that reduce fixed cost, rebuild commercial momentum, and strengthen cash position — without losing the team along the way.
Where this fits
For owners, boards, or PE sponsors of businesses where the P&L is underperforming and the prior plan hasn't moved the numbers. Typical entry points include cash pressure, margin compression, lost commercial momentum, or a recent change of control that exposed structural issues.
Pascal Delvenne leads these engagements personally, on the floor, with the operating team. The work is sequential and disciplined: a diagnostic period to understand what the previous plan missed, alignment with stakeholders on the few priorities that move the P&L, and execution against numbers that matter.
Recent example: the manufacturing turnaround at Bekaert-Deslee Indonesia — an EBIT swing from –US$335K to +US$1.24M in 18 months, with a 40% commercial cost reduction and a 20% gain in plant utilization. Read the case →
— 02
M&A & Post-Merger Integration
Prepare owner-led businesses for strategic exit, or lead post-acquisition integration once the deal closes. Capture synergies, align operating models, and protect the value the deal was built on.
Where this fits
Two engagement types. Pre-deal: exit readiness for owner-led or family businesses — operations optimized, valuation supported, buyer search and negotiation run alongside the founder. Post-deal: integration leadership once the transaction closes, with full responsibility for synergy capture, operating-model alignment, and protecting value through the most fragile months of any deal.
Pascal has run both sides. The Kokido / BWT Group engagement spanned a two-decade advisory relationship, the strategic exit at an 8× EBITDA multiple, and the post-acquisition integration as Chief Strategy Officer of BWT — revenue doubled in 24 months.
Recent example: Kokido · BWT Group →
— 03
Operational Excellence
Lean manufacturing, zero-based thinking, complexity reduction, and Industry 4.0 enablement. Translate operational ambition into measurable margin — without breaking what already works.
Where this fits
Operations is where most strategic plans die. Pascal brings a bioengineer's discipline to operational diagnosis and a turnaround operator's bias for action. The work covers lean manufacturing rollouts, footprint and complexity reviews, plant-utilization recovery, supply-chain redesign, and selective Industry 4.0 deployments where the business case is real.
The objective is always margin recovery that survives the mandate. Implementation is led with the operating team, not from a slide deck.
Recent example: 40% commercial cost reduction and 20% plant utilization gain across four Bekaert-Deslee sites in Indonesia. Read the case →
— 04
Interim Executive Leadership
Step-in CEO, MD, or CFO mandates during transition, crisis, or scale-up. Senior bandwidth on day one, with the financial discipline and people-centered approach to lead through change.
Where this fits
For boards facing a leadership gap, a crisis, or a scale-up phase that needs more senior bandwidth than the current team holds. Mandates run typically 6 to 18 months, with a clear handover plan agreed up front. Pascal has held interim and full-time executive roles across Asia, Europe, and the Middle East — Director Asia Pacific at Steelcase, Managing Director / Chief Commercial Officer at Bekaert-Deslee Indonesia and HRD Antwerp, Chief Strategy Officer at BWT Group.
What an interim from Klear doesn't do: warm a seat. The brief is always to deliver the result the company hired the role for, then leave the team stronger than he found it.
Recent examples: HRD Antwerp · Steelcase Asia Pacific
— Plus
APAC execution.
Singapore-based delivery capability — typically the execution arm of a broader strategic mandate, occasionally engaged standalone. Two practices, both anchored in Klear's 25-year APAC operating record.
— 05
APAC Sourcing
Industrial equipment, components, and materials sourced across Asia. Supplier identification, qualification, negotiation, and production oversight by an operator who has run manufacturing on the ground in the region.
Where this fits
For European and Western businesses sourcing from Asia — or considering doing so for the first time. Typical engagements include OEM and contract-manufacturing partner search, raw-material and component-supply diversification, supplier qualification and quality oversight, and renegotiation of legacy supply arrangements where price, lead time, or risk profile have drifted.
The work is done from Singapore, with on-site visits across China, Vietnam, Indonesia, Thailand, India, and the broader region. Pascal handles supplier negotiations, technical specification alignment, and quality protocols personally — not delegated to a junior team or an in-country agent whose incentives may not align with yours.
Typical outcome: cost reduction in the 15–30% range against incumbent supply, without compromise on quality, lead time, or supply-chain resilience. Mandates are scoped per category or per engagement.
— 06
APAC Market Access
Sales pipeline and channel-partner development for European and Western businesses entering Asia Pacific. Performance-based mandates from a Singapore base — target qualification, bilateral introductions, and deal choreography across 14 APAC markets.
Where this fits
For businesses with a proven offering in Europe or North America that need qualified pipeline, channel partners, or institutional capital in Asia Pacific. Typical engagements include market-entry strategy, distributor and agent search, B2B customer development, sovereign and corporate-strategic investor introductions, and the operational choreography that turns an Asia opportunity into closed deals.
Mandate structures are flexible — performance-based and success-fee arrangements available — and exclusivity is usually granted for a defined period across a defined market scope. The objective is always qualified pipeline that closes, not a long list of warm introductions that don't.
Recent example: active APAC business-development partnership with a European deep-tech scale-up — bridge financing toward Series A plus commercial traction across 14 markets, run on an exclusive performance-based mandate. Read the case →
Next step
Tell me the situation.
A 30-minute call. Honest read on fit. No obligation.