I began my career as a chemical engineer, and like many technical professionals, we were trained to chase one thing: more production at lower cost.
I spent years running hundreds of process simulations to optimise equipment design, troubleshooting system bottlenecks, and joining cost-cutting workshops to hit project KPI targets. The focus was relentless: maximise throughput, minimise spending.
But one question lingered: how much did all this actually contribute to the bottom line?
At the time, I didn’t have the answer.
As my career progressed, I moved closer to commercial and strategic decision-making, and that’s when everything clicked.
I began to realise that what I thought were major contributions were only pieces of a much bigger puzzle.
Production doesn’t always equal Profitability
De-bottlenecking a plant might boost output, but without understand the profit margins, how much could we spend until we start losing money chasing for production?
In some fiscal regimes, especially profit-creaming ones, the more you produce, the more you pay in royalties or taxes (similar to progressive income tax tiers). Hence, pushing for more volume can sometimes be counterproductive and actually diminish returns.
Cost Cutting doesn’t always equal Value Creation
Chasing lower cost metrics may look good on paper, but without considering the broader commercial context, cutting costs can increase risk exposure and undermine long-term value.
I recall a project where the team debated installing a specialised piece of equipment to mitigate a contaminant risk. A low-likelihood event, but with potentially severe operational consequences.
Instead of relying on intuition or cost KPIs alone, we facilitated a decision-framing exercise that brought together technical and commercial experts. By weighing the probability of failure, potential downtime, recovery timelines, and mitigation costs, we made a well-informed decision to install the equipment.
It wasn’t just about spending less or more. It was about spending wisely, and choosing the option that best protected the project’s value.
Since then, I’ve brought this perspective into every technical workshop and project meeting I join.
The results?
- Teams stop obsessing over perfect technical solutions and focus on what truly matters to the decision.
- Commercial, technical, and finance teams align around a shared goal, not siloed metrics.
Because it’s not just about the numbers.
It’s about what the numbers mean, how they support a business case, and what decisions they unlock or obscure.
What I Do Today
Through Makna Advisory, I help businesses unlock clarity and confidence in complex decisions. My work includes,
- Financial modelling & valuation
- Transaction support & red flag assessments
- Business case design & decision analysis
- Negotiation framing & commercial strategy
What I bring is more than technical or financial competence.
It’s the ability to distil complexity, highlight what matters, and help clients move forward — whether they’re exploring a deal, launching a project, or rethinking their strategy.
Why “Makna”?
In Malay, Makna translates to meaning and value — two things I aim to bring to every engagement.
Makna Advisory 
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