Client

Lyvin Properties, a development company with over five years of history, is rapidly growing in the Indonesian market. The group, which includes both construction and management divisions, is responsible for the entire project cycle, from development to property maintenance.

• More than 200 people, dozens of processes, numerous decisions made “on a hunch” – and all this in the context of rapid growth.
• Business was moving forward, but it felt like everyone was pulling in different directions.
• Everyone seems to be busy with something, but there is no complete picture.
• The team doesn't always understand what the owner wants. And the owner isn't sure who heard them or how.
• Everything is based on energy, but a system was needed.

Request: "Let's finally come to an agreement and understand where we're going."

When the team came to Alexander Pankov, there were a surplus of tasks:

• Create a common understanding among the entire team
• Extract from the owner's head a realistic vision for 3-5 years
• Determine who is responsible for what
• Agree on how to manage in a coordinated manner, rather than put out fires
• Build a working roadmap—not an abstract one, but one that you can live by, refer to, and implement.

"We weren't careless. But we wanted clarity: what to do when resources are scarce and the scale is growing? How to avoid drowning?"

Project progress

The work began even before the session. Alexander conducted a series of candid interviews with management and key players. They unearthed everything: unresolved issues, disparate opinions, expectations, and internal conflicts.

"Everyone started complaining about each other. Everything was laid bare—like an operating table. That's what allowed us to get down to business later."

At the session itself:

• We put together a strategic vision and recorded it clearly and in a mature manner.
• A roadmap for 2025-2026 has been developed.
• We identified key initiatives, three of which were developed to the level of actions, roles, and resources.
• We've honed the organizational structure to fit strategic goals: now it's not just "who works where," but "who is responsible for what."
• We agreed on regular meetings, reporting, and a management rhythm.
• We discussed how to restore order when everything is urgent and there aren't enough people.
• And most importantly, the team heard each other and began to act as a single unit.

What the company didn't expect but got

Although the request was purely strategic, the effect went far beyond that:

• A real sense of teamwork: participants saw each other's contributions and understood how each person impacted the overall
• The quality of proactivity has increased—not “we’re moving so we don’t get fired,” but “we’re doing it because now it’s clear why.”
• The owner and operating director now have a clear document to refer back to, rather than a “memory of what we supposedly discussed.”

"Everyone wants more structure. There's a desire to understand, to influence, to be important. It's a whole new level."

Results

• For the first time, the team and the owner were in sync on a strategic course.
• Transparent goals, priorities and roles have been established
• There is awareness and an answer to the question “why” - people themselves offer, take on, do not wait
• Regular management coordination formats have been launched
• A request arose to carry out the same work with other parts of the holding

"It was a pleasure to just have a personal conversation with Alexander. He doesn't just lead—he understands how business works and can help you make it all work."

From a customer review

"It's really great to have an independent, outside perspective on what you're doing—it illuminates all the angles you'd never considered before. This is what helps a company move forward, not stand still."
Alexander is the ideal choice for those companies that want to move towards their goals consciously, not only through the efforts of their top executives, but also through the entire company."

Pavel Solovyov, Chief Operating Officer
Lyvin Properties

Summary

This project wasn't about tasks. Or even strategy.
It was about the opportunity to stop, look around, and come to an agreement like adults – about what’s important, the present, and the future.
About an honest conversation between people who had accumulated a lot of information for a long time—and who were ready to sort it out, make sense of it, and translate it into a system.
How a company finds a language to talk about management, rather than just acting blindly.
About the space where not a plan, but understanding is born. Not instructions, but a solution.
Not just “what to do”, but why, together and by what rules.
Sometimes it is precisely these sessions that become not a step forward for a business, but a new type of movement.

"It wasn't about words. It was about finally sitting down, talking, reaching an agreement—and starting to do something."